Organizations want to build a robust leadership pipeline, but their efforts could be hampered by the findings of a recent study. Many workers do not have a positive view of leadership opportunities and feel that their careers will advance just fine without the additional responsibility of a management role.
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In fact, in a generational workplace survey by Addison Group®, only 33% of workers said that being a manager could potentially advance their career. In explaining that figure, the professional staffing services firm pointed to “a rising trend in which workers are discovering opportunities to advance their careers and, as a result, make more money—without having to take on the extra work associated with a management role.”
Only 25% of survey respondents indicated that learning how to be a better manager is a priority, while 17% reported that managing others is not enjoyable to them. Addison Group noted that one-quarter of workers prefer to work alone and rarely interact with their manager.
“Therefore, it’s important that organizations highlight the value of leadership and collaboration—not just for the advancement of the company, but as a key trait of personal and professional development, and one that will deepen workers’ career success,” adds Addison Group.
“Showcasing to your employees the value of leadership and collaboration is important as it relates to creating a cohesive work culture and, frankly, a strong work product,” says George Miljevic, finance and accounting branch manager in Addison Group’s Chicago office. “To underscore this point, it’s important to have employees meet periodically for goal setting meetings, to offer training opportunities, and to create incentives for professional collaboration (think contests!).”
So, what are the implications of the survey for strengthening leadership development programs and building a leadership pipeline? “It’s important for any organization to nurture leadership to ensure a strong future for their business, and based on the findings, it seems like Millennials have a greater appetite than Gen X or Boomers for managing others,” says Miljevic.
“That may be because Gen X and Boomers have more management experience and understand the challenges and responsibility that come with a management role. Regardless, each of these groups needs to be engaged for a company to sustain a robust leadership pipeline. For example, it’s important for organizations to foster that desire from Millennials to take on a management role, while also providing resources to reengage Gen X and Boomers around their management positions. When it comes to Millennials as well, we also know that they want a clearly delineated path for professional growth, so it’s important to goal-set early.”
In tomorrow’s Advisor, we present an article from an expert urging employers to drop the “one-size-fits-all” approach to leadership.