4. Treat me in a fair and even-handed way, and make reasonable demands
The survey notes a substantial shift in what makes an employer of choice – from altruistic and principled considerations of prospective employers to one of high personal interest and self-gratification. “Individuals are now shopping for their workplace on very personal grounds and have a strong focus on ensuring they look after themselves when it comes to work,” the survey reports.
“Employees today are savvy and worldly,” says Sexton. “If they have a boss that gets the best out of people, who has no favourites, so anyone who does well gets the same recognition, not one gets the shit jobs all the time, then if the managers says guys we are 20 behind on this shift and I need you to hike it up for the next two hours to make our targets, the staff are going to think, that’s fair enough.”
Unfair criticism kills innovation, says Sexton.
“One of the things we found is that if I am out there and you are asking me to be innovative, responsible, doing new stuff, then I make a decision and take action and it doesn’t work, I need to feel you are going to support and help me find a better way, rather than jump all over it and sacrifice me.
“It’s like when you have teenage kids, and they try something out. If it does work, you say next time try this, or have another go. You don’t say: you are a loser!”
5. Trust me with challenging work, and coach and develop me
There are two parts to career development: one is about a person’s title and the other is about training.
The survey found 84% of all participants would prefer to develop their careers with their current employers, but 60% believed this was possible. Says Sexton: “They don’t think it is possible because they never talk about it. People see career development, that means I could be looking for a pay rise, I increase my value to this organisation or to the next one.”
Managers tend to fear developing talented staff, he says, worried that they will leave, show up the manager, or ask for a pay rise. Sexton has little truck with this attitude and says that it is a major factor that is holding back productivity.
“None of those three issues have a place in leadership thinking,” he says. “There is an old saying that only a manager who makes themselves unnecessary is indispensable.”
|
LMA’s Top 5 characteristics of a good manager (Employee view) |
2012 Rank |
% with this characteristic in their Top 5 Characteristics of a Good Manager 2012 |
2011 Rank |
|
Clearly communicates where we are going |
1 |
54 |
=2 |
|
Gives honest feedback on how I am going |
2 |
44 |
5 |
|
Listens to / respects my input into decisions |
3 |
39 |
4 |
|
Is fair and even-handed/makes reasonable demands |
4 |
38 |
6 |
|
Trusts me with challenging work |
5 |
35 |
10 |
|
Gives me the ‘space’ to do my work, but supports me |
6 |
32 |
=2 |
|
Is trustworthy and open in approach |
7 |
31 |
1 |
|
Has a sense of humour |
8 |
24 |
14 |
|
Coaches and develops me |
9 |
23 |
9 |
|
Recognises me for extra effort/results |
=10 |
21 |
=7 |
|
Provides guidance on how to meet expectations |
=10 |
21 |
15 |
|
Supports me in the decisions I make |
=10 |
21 |
11 |
|
Provides the resources I need to do my job |
=13 |
18 |
=7 |
|
Involves me in determining my performance |
=13 |
18 |
=19 |
|
Helps me with my career development |
15 |
17 |
13 |
|
Takes responsibility for their actions |
16 |
15 |
12 |
|
Sets a good example of work/life balance |
=17 |
10 |
16 |
|
Respects what is personally important to me |
=17 |
10 |
17 |
|
Takes my talents into account when assigning work |
19 |
8 |
=19 |
|
Sees their own job as different but not more important |
=20 |
7 |
18 |
|
Openly helps me resolve workplace conflicts |
=20 |
7 |
21 |
|
Helps me prioritise my work |
22 |
5 |
22 |
Source: Leadership Management Australasia 2012
Survey details:
Total participants: 3831
Organisation type: Government/quasi (18%), Public company (24%), Private company (47%), Franchise (3%), Not for profit (5%), Other (3%)
Location: Metropolitan Australia (65%), Regional Australia (25%), New Zealand (10%)
Gender: Leaders – Male – 71% / Female – 29%; Managers – Male – 65% / Female – 35%
This article first appeared on LeadingCompany.
