Why is it that a team can underachieve and then bring in a new manager and achieve significant growth? They altered the input that has the most powerful impact on performance outcomes—the manager. Yet in business, nobody quantifies coaching effectiveness. Executive leaders have forever been viewing incomplete or inaccurate data regarding team performance because they are not looking at the root cause of performance growth — the manager. This is the business version of Moneyball if you've ever seen the movie.
Every customer relationship management (CRM) adoption, every technology implementation, all frontline employee and sales training, and anything and everything geared to helping employees become more productive should cease. No more resources should be committed to any frontline leaders before the company understands the effectiveness of the manager. Until that happens, the success or failure of any programs, products, or services cannot be accurately measured and understood without knowing if the leader enables or disables performance.
Today, there is little focus and no science-based, measurable approach regarding what a manager should do. When one is promoted to a management role, typically, it is the best individual performer, they are given a team and a goal (hopefully) and told, “Go get ’em, tiger.”
And while this perhaps sounds ridiculous, this scenario plays out across corporations worldwide. We are not insinuating that there are no performance expectations placed on management, and we would argue that the frontline leader is the most challenging position in a company, but the resources for development are given overwhelmingly to the frontline worker or individual performer, rather than the manager leading the team.
The outcome of these misplaced resources is increased turnover, low engagement, and lost revenue - revenue executives aren’t even aware they are losing, which then masks the proper growth solution. More on this topic in our best-selling book, The Coaching Effect.
To further underline the seriousness and naïveté of this narrative, ask yourself the following two questions regarding the sales department:
Do I believe managers need accurate metrics to help salespeople maximize sales growth?
Do I believe the performance and growth of a team reflects how that team is coached?
If both of the preceding questions were answered in the affirmative, the following blog released next week will support the new way team performance data should be viewed. I know, the suspense!
In the meantime, I think you'll find value in this resource that entails the most necessary performance system every company should have implemented.
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