Disconnected Leadership Costs



I was in Brighton couple of week's ago and met up with friend and colleague Anushka ( Nushi) Stach.

We had agreed to ‘do lunch’ as they say, and catch up on each other’s news. ( by the way Don't forget to vote on the poll on the right hand side thanks)

 We went to one of my favourite restaurants in Brighton , CÔTE Brasserie in Church Street.  It has great food with attentive but relaxed service that make for a lovely atmosphere.

Amongst other things I wanted to hear Nushi's take on the Global Workforce Study produced recently by Tower Watson. http://www.towerswatson.com/

I came across this study reported in the Thursday 13^th September edition of the London Evening Standard mentioned  in Niki Chesworth’s ‘ ES Jobs’  column.  

Source : Tower Watson – Global  Workforce study  sample : 2,600 employees 2012

·         One in four had such a bad relationship with their boss that they said they would consider leaving their job.

·         Less than half the survey had ‘faith’ in the senior leadership team at work.

·         Only a third think management have a sincere interest in the well-being of employees.

·         60% have been working longer hours in the past three years.

·         Only 60% agree that they are assigned tasks  to their skills and abilities

·         25% feel that their boss does not help to remove obstacles to doing their job well.

·         50 % believe the information they receive from management

As a Management Training specialist  Nushi’s reaction to these findings is interesting

(FOSWH = Fruits of Success with Hugh       AS = Anushka (Nushi) Stach)

FOSWH : This survey seems to indicate quite a lack of  employee trust and  loss of employee engagement, what do you consider could be  the main reasons Nushi ?



Anushka ( Nushi) Stach
Management Specialist

AS:   “This is an age old problem due to two issues firstly the lack of communication and secondly the lack of interpersonal skills at two levels a.  C suite/ board level to First line and b. First line to functional team reports.

The recession has led managers to more self -protection, less risk and sticking to what is safe.

The result is a team that ticks over rather than a high performance team. Yet the recession requires high performance teams ”

FOSWH :  What are the implications of this disconnect between senior leadership and the workforce this data suggests?

AS :  “ The question in my mind is it indicative of a loss of connection as the highest level? More often than not delegates on my programmes will say ' My manager should go on this programme.'

The implications of this  disconnection is that it is costing some Companies a lot of money !”

FOSWH:  What could leaders do to improve the situation ?

AS: “Reports need to feel that what they do matters and fits in with the company’s strategy.

Part of the disconnection is a matter of perception. A leadership out of sight pawing over the numbers can come across a leadership remote from the shop floor

It’s time for a resurrection of LBWA (Leadership by walking about.)

FOSWH: “ What can staff  actively do  themselves if they have lost faith in the leadership in order to feel more engaged?

AS:   “Candidly if the company’s culture is  a toxic ‘blame culture’ – not much!

One fact worth remembering though is that people leave their job leave because of their former boss  and they seldom leave because of the company.”

FOSWH :  In terms of time management of leaders, what proportion of their time should they spend  focusing on customers, on employees and on the numbers?

AS :  “ For most operations at the moment in the UK the focus is on profitability gained through minimising cost and maximising revenues.

A common rule of thumb is 40% Customers 40%  20 % figures but these balances may be skewed  depending on different circumstances. For instance whether the leadership is strategic or more line management for example with a new report time  investing now saves time spent later.

A true line manager should be 50 % with the team. It could well be good to delegate certain coaching and training tasks for development of reports. For top teams managers need to create opportunities for risk within certain limits ”

FOSWH : Many of the readers of this blog ask about further reading what would you recommend that is a hot read at the moment?

AS:  The Department of Business Development issued a great report in July this year – Leadership and Management in the UK – the key to Sustainable Growth. ( see related links at end of this post )The six key facts of the report should read and enacted by every leader in the land”

It was time for pudding.

 Nushi chose the crème caramel and I had a chocolate pot and crème fraiche  ("to die for!")

Thanks CÔTE Brasserie Brighton  and thanks Nushi


Related Links and further information

BIS report -Leadership management in the UK - key to sustainable growth (July 2012)

Management Courses

  Management Essentials

 Motivational Leadership

Anushka Stach

B.Ed., NLP Master Practitioner Operating with organisations of all sizes to help them strengthen and grow, Anushka’s approach works by helping people to develop from the “inside out” as well as the “outside in”, always keeping in sight the ultimate goal – producing results both at a personal and business level.

Anushka believes that success is rooted in establishing rapport, with other people and with oneself and this is at the core of what she does.