The majority of employees don’t aspire to leadership roles, according to a recent CareerBuilder survey. In fact, merely one-third of the workers surveyed( 34 percent) said they want a managerial role.
As a leader and director at their own organizations, you may be wondering what to do about the other two-thirds, those who don’t want to be a boss. Do you have a few from that group on your squad? If so, how should you manage, develop and retain these non-leadership-seeking employees?
It starts with finding out why your employees don’t want to be managers.
DO talk to your employees
You have to find out why your workers are content to avoid climbing the corporate ladder to be effective in engaging them.
From worries about work-life balance and responsibility to simply being content in their current postures to generational differences- employees have lots of reasons for not wanting their boss’s job.
CareerBuilder’s survey shown in the popularity of these explanations. They found that, among the employees who don’t want to lead, a majority( 52 percent) are simply satisfied in their current roles, and a third( 34 percentage) don’t want to sacrifice work-life balance. Seventeen percent said they don’t have the necessary education.
In some examples, your employees’ history can also be a factor. If they’ve had a bad past experience as a administrator- with tough employees or poor guidance and resources- they may be hesitant to seek a leadership opportunity in the future.
Ask your employees what it is about their work that they actually, truly enjoy. Their answer is the key to keeping them motivated and engaged.
For example, if you manage a computer programmer who simply loves programming, you know she is going to be happiest staying in a position where that’s the primary focus. You can keep her motivated by always explaining how her work is integral to the mission of your company and by involving her in special projects where her abilities are an asset.
If you manage employees who dread recurring a negative managerial experience, see if they would enjoy an informal leadership role. They may really enjoy mentoring a junior employee or be willing to offer advice to a peer from time to time. You’ll benefit, too, because sometimes guidance from a colleague can be more effective than direction from a boss.
And if you have employees who aren’t seeking management due to lack of education, encourage them to take advantage of your educational assistance program, if you have one, or consider sending them to a training program. Knowing you’re invested in their development will help boost their loyalty to your company.
DO take a look at your company’s work-life culture
If you discover that fears of home-life interference have many of individual employees backing away from leadership, you may need to work on your company’s work-life culture.
A poor work-life culture can take a toll on the condition of your workforce, affecting employee retention, engagement and performance. It can also stimulate your company less competitive by shrinking your talent pipeline.
While you may allow flex period and offer adequate PTO, if your leaders work around the clock and never take vacations, things may still seem out of balance.
If needed, you could introduce a policy that requires all employees to use a certain number of PTO days consecutively. Or if you really want to make work-life balance national priorities, you could even introduce an unlimited vacation policy like Netflix and Virgin have done.
DON’T push employees into leadership
The bottom line is if you push unwilling employees into leadership postures, you’re going to lose them. It’s a motivational issue.
But keeping them where the objective is is not always a bad thing.
For many employees, being accountable for merely their own work is plenty of responsibility. And all companies need talented employees with highly specific skillsets just as much as they need managers to direct them.
On top of that, as organisations become flatter and opportunities for promotion become more limited, it’s oftentimes an advantage when employees are content to stay in their current role.
So when you have good communication with individual employees, maintain a healthy work-life culture, and respect their motivatings and their choice to seek leadership opportunities( or not ), you’re setting everyone up for optimal productivity and engagement.
Whether the path to success involves sending your employees up the corporate ladder or keeping them right where the objective is, Insperity Performance Management can help you build a more effective and productive team.
Read more: insperity.com