Frontline managers account for up to 70% of the variance in employee engagement. Yet most organizations underinvest in developing them. Here is what high-performing companies do differently.
Gallup's research is unambiguous: managers account for up to 70% of the variance in employee engagement. Yet most organizations dramatically underinvest in developing them.
The problem is partly structural. Many managers are promoted because they were excellent individual contributors - not because they demonstrated leadership capability. Then they're expected to lead teams with minimal preparation and support.
High-performing organizations approach manager development differently. They define what good management looks like in their specific context - not a generic competency model, but a clear picture of the behaviors that drive outcomes in their culture.
They invest in ongoing development, not just one-time training. They create peer learning communities where managers can share challenges and solutions. And they hold managers accountable for team outcomes, including engagement and retention.
The return on this investment is significant. Teams with effective managers are more productive, more innovative, and significantly less likely to experience turnover.