People Leadership

Managing people can be frustrating and difficult.

We know that 70% of the barriers to having high performing and engaged staff in any business is a direct result of the way the employees feel about the support they receive from their direct supervisor. We also know that an employee’s level of performance is affected by the actions and behaviours of their manager and that a poorly performing manager will create disengaged employees.

So is the problem the employee or the manager? The answer is that the employee is responsible for their performance while the manager is responsible for the engagement of that employee.

If a business intends to foster the talent, strengths and potential of their workforce, they need people managers who clearly see their role as leading and providing a supportive environment to enable their people to thrive.

Improving the performance of managers is a critical element of creating enthusiasm, productivity and growth amongst the employees. When people are supported and encouraged in the right way they proudly add value through their performance and improve a businesses competitive advantage.

When the manager moves to becoming a leader focused on valuing and challenging talent and engagement we see

  • regular quality feedback and coaching,
  • effort aligns with the business goals,
  • people take responsibility to problem solve
  • clear performance expectations,
  • consequences for good and bad behaviour
  • people feel that they are supported, appreciated, listened to and valued and
  • critically people will choose to add value to the business.

People Strong improves the impact of leaders to drive engagement and achieve results.

The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humour, but without folly.

—Jim Rohn