I deal with a significant amount of misery in my work. By that I mean that I have lots of conversations with lots of leaders who report low engagement scores across their organizations. Employees are miserable and leaders can’t figure out why. I think it all comes down to leadership.
Leadership practices have not kept up with the realities of organizational life. Not really. There continues to be an increasing gap between the way employees are managed and how they want to be managed.
It’s a knowledge economy, now more than ever. With so many employees being paid to think, leaders and managers need to find ways to cultivate their staffs’ cerebral capabilities to boost workplace performance. But most leaders wouldn’t know where to start.
It’s simple really. Leaders can quickly and dramatically improve the way knowledge workers process information by not telling them what to do or jumping in to solve their problems. Let them think for themselves!
Countless surveys and headlines reinforce this revelation:
- 60 percent of workers are miserable.
- 74 percent aren’t engaged at work.
It’s easy to see how we arrived at this sorry situation. A century ago, most people were paid for physical labor. The dominant management model was master/apprentice, with the master showing his employees how to perform their jobs.
The Industrial Age introduced systems. Process management became the dominant paradigm, with scientific analysis of linear systems for greater efficiency. Employees were trained to follow, unquestioningly, their bosses’ best-laid plans.
Over the last two decades, the most routine business tasks have been computerized or outsourced. As a result, today’s employees are increasingly hired to think. In 2005, 40 percent of employees were considered knowledge workers; for mid-level management and higher, the number is closer to 100 percent.
Modern leaders must increasingly shift management styles to reflect the needs of a more educated labor force. Unfortunately, business schools have neglected to teach leaders and managers how to improve their knowledge workers’ thinking and decision-making skills.
Strengthening these abilities is critical, according to NeuroLeadership CEO David Rock, author of Quiet Leadership: Six Steps to Transforming Performance at Work.
“Yet we have not significantly reinvented our management models since the time Henry Ford hired a pair of hands and wished they’d left their brains behind” he writes.
What’s it like in your work? I’d love to hear from you. Comment in the box below!
Cathy Shaughnessy, MCC, is an active ICF Assessor and ICF Mentor Coach Specialist for ACC, PCC and MCC. A graduate of the Royal Roads University Graduate Certificate in Executive Coaching, Cathy has been coaching since 2008 and brings extensive experience as an executive coach, mentor coach, coach educator and assessor to her work with coaches.
Through Perspective In Action, Cathy provides mentor coaching and creates practical resources for coaches preparing for ICF credentials, credentialing exams, renewal and ongoing professional development. Her courses, exam preparation resources and learning tools help coaches deepen their understanding of the ICF Core Competencies, PCC Markers, Code of Ethics and Core Values, and apply that knowledge thoughtfully in their coaching.
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