The Manager’s Lament

During the course of last year, I was engaged with a wide cross section of companies across Australia dealing with issues regarding change, conflict and engagement.

Conducting an in-house analysis of my work for 2016 It became extremely clear what was the number one issue raised by the various people with whom I had interacted.

The Middle Manager

With the burgeoning focus on matters, such as enterprise and innovation there appears to be widespread consternation amongst middle managers that their particular needs are being ignored. This is leading to a drop in motivation to perform the role.

1) How to implement change with their staff
2) Increasing difficulties in managing issues, citing the need for advanced skill development.
3) The relationship with their bosses
4) Workloads

Managers reported it is becoming increasingly difficult to navigate change with employees together with day to day issues being raised amidst a more rebellious and demanding environment. There is a strong request for further skill training to assist them in handling these situations.

The relationship between managers and their bosses was questioned with strong feelings it had deteriorated over the last couple of years with poor communication links being experienced.

Due to the above pressures, being applied some people interviewed suggested they may follow an alternative career path without so much responsibility. This would be a very serious development if it were to happen across the Australian landscape as we are already struggling to groom good managers.

Here is a typical case study:

(500 people manufacturing plant)

Asked, twenty managers, senior supervisors regarding the biggest headaches they had in their roles? 19 out of 20 replied, ” managing people” giving a raft of reasons for their answers. Placing immense pressure on them.

Following the turmoil of most of the decade, the role of the manager has become even more pivotal with unfortunately the demise of trust being experienced by senior leaders.

If organisations employ these valuable resources in the correct manner will not only improve productivity but perhaps restore trust which in a lot of cases has been severely damaged or lost between employers and it’s people.

Managers generally are in the unique position to influence people they work with. When they display poor behaviours or underskilled, this will lead to a dangerous situation where the potential for disgruntled staff to leave will certainly arise.

For all the work my company, Banyan, performed in the past year I think to strategise and work with your managers will give your organisation the most significant positive outcomes.

Happy to receive any comments on this post.

If any manager wishes to share their story, please contact me privately on
ken.wood@banyansa.com.au ( this will be treated as private & confidential)