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Why Good Managers Are So Rare - HBR Blog Network


What are the top traits of great managers, managers who drive organizational performance?  Gallop identified the five top characteristics and determined that only ten percent of people have them. 

To tickle your curiosity, see an HBR article that discusses the Gallop data and HBR’s recommendations for using  this knowledge to develop and hold competitive  advantage. 


Why Good Managers Are So Rare - HBR Blog Network

by Randall Beck and James Harter 

Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company.  If great managers seem scarce, it’s because the talent required to be one is rare. Managers account for at least 70% of variance in employee engagement scores across business units, Gallup estimates.

Gallup’s research reveals that about one in ten people possess all these necessary traits. While many people are endowed with some of them, few have the unique combination of talent needed to help a team achieve excellence in a way that significantly improves a company’s performance.

These 10%, when put in manager roles, naturally engage team members and customers, retain top performers, and sustain a culture of high productivity. Combined, they contribute about 48% higher profit to their companies than average managers.

Gallup finds that great managers have the following talents:
 •They motivate every single employee to take action and engage them with a compelling mission and vision.
 •They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
 •They create a culture of clear accountability.
 •They build relationships that create trust, open dialogue, and full transparency.
 •They make decisions that are based on productivity, not politics.

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