Managers Lose Credibility Over Time, According To Report

The Insync Surveys Alignment Update, released recently, shows that managers lose credibility with their staff over time.

71% of new employees agree that the person they report to sets a good example, however, this level of agreement declines with length of service. Only 57% agree their manager sets a good example after 5-10 years.

A sample of over 14,000 employee responses from more than 70 organisations was drawn from Insync Surveys' international benchmark databases, which collectively contain responses from more than 750,000 people.

The Organisation Alignment Survey measures the connection of an organisation's vision and strategy with the actions, attitudes and outcomes of its employees. Organisations going through significant management change or adapting to new market pressures can use this tool to take stock and then devise the best path for the future.

The update shows that managers are interested in the employee's job satisfaction, according to newer staff, but levels of interest decline over time. Employees with less than one year of service provide the lowest levels of disagreement (5%) and highest levels of agreement (67%) for their direct manager being interested in their job satisfaction.

This level of agreement drops for employees who've been at the organisation for over five years, with only 53% believing their manager is interested in their job satisfaction.

This reminds us that taking the time to listen and really care is equally important no matter how long the employee has been with the organisation.

The Insync Surveys Alignment Update also shows the small and large organisations connect with their people, but those in the middle struggle.

Individuals employed in medium-sized organisations (20-49 staff) indicated the highest percentage of disagreement around being kept informed of key developments in other areas (14%).

Tips to tackle leadership issues:

It's easy to forget what it's like on the receiving end of a performance appraisal, so handle them delicately
A clear, unifying and energising vision is necessary for sustainable high performance
People learn in different ways and messages should be packaged to help staff retain them and make meaningful connections to the organisation's strategy
Be a situational leader to give people what they need rather than what you've got
Don't rely on the "need to know" principle; consider what staff want to know and tell them before anyone else has a chance
Provide coaching as tenure progresses, not only during initial years of employees' service

Obtain a copy of the research paper: The InSync Surveys Alignment Update: Leadership.

Based in Perth, Sydney and Melbourne, Insync Surveys has carried out employee and other stakeholder surveys for some of the largest organisations in the Asia Pacific region. This experience allows it to benchmark results. Insync Surveys' organisational psychologists help organisations improve their performance and the working lives of their people. Visit: www.insyncsurveys.com.au call 08 6461 6485, 02 9114 9884 or 03 9909 9222.
First published: 15 September 2008.
Last updated: 15 September 2008.