Dissatisfaction with management

Dissatisfaction with management. It is a regularly recurring topic within an organization. Managers do not meet the expectations of the management, organization & own team. They do not show leadership and/or do not take responsibility 

But when I inquire within the organization, it often appears that it is not clear what exactly these managers must meet in order to receive a good rating. Unclear for them, for management and the organization. Managers and their supervisors frequently speak to each other about daily operations. However, for many managers it is not clear what their concrete role is in the moving strategy. Where are they “in the picture”? How can they link their daily work to the movements & changes within the organization? How can they optimally delegate this within their team? 

• Are we talking about roles in which a manager must also be a leader or is this not required to properly fulfill the roles? Leaders and managers both want the best for the organizations and employees, but have different ideas about how to achieve this. Unless the manager is also a leader (which sometimes happens and which, by the way, leads to great performance). 
• Is it clear what the differences in activities and expectations are between a team leader and a manager? Etc. etc. 

Only after it is clear what is expected of the management roles within the organization can it be determined whether the managers have sufficient time to fulfill these roles properly. Management is a profession. The amount of time that can be spent managing the team should be linked to the size of the team. The outcome varies per organization and depends on various factors.

Nadat de rollen binnen de organisatie duidelijk zijn en de hoeveelheid tijd die hieraan besteed kan worden is afgestemd, kom je bij de volgende vraag. Namelijk voldoen de managers aan de competenties die bij deze rollen horen. Ofwel willen en kunnen ze hierin verder getraind worden. 

It may seem like a lot of work and hassle. But investing in the above process and therefore in management is absolutely worthwhile. The number 1 reason employees leave their jobs is out of dissatisfaction with management / their manager. Each termination costs - as an indication - an average of 25% of the annual salary (depending on the severity of the position). Then I will not take into account what an increasing turnover does to the team that is lagging behind. The impact this has on the employer brand, disrupted customer contacts, knowledge that disappears and job satisfaction decreases somewhat with an impact on the culture of the organization. 

In addition, everyone wants to do their job well and be appreciated. This also applies to management. Would you like to discuss how you can tackle this within your organization? I would be happy to help you further, please feel free to contact me.