Line managers torn in two directions

first_img Previous Article Next Article Comments are closed. Evidence is mounting that there are groups of managers out there virtuallyat breaking point. The latest research from consultancy DDI shows many firstline and middle managers are living on an organisational ‘fault line’, tornbetween the conflicting demands of their bosses and their teams, and unpreparedfor the leadership roles expected of them. This concurs with our own survey’s findings, conducted in May with ComputersIn Personnel, UK Line Managers – Are They Good Enough? We discovered that HR isconcerned about the capabilities of its line managers, with people managementskills being their biggest weakness. Years of cost-cutting have exacerbated the problem by stripping away tiersof management and putting leadership development on the back burner. HR has a duty to convince business that this issue needs urgent attention.Helping your managers to lead under pressure has to become a top priority ifyour organisation is to thrive. This means going back to basics and reviewing recruitment to thesepositions, training and development and promotion processes. Checking thataspiring managers have the right motivation and personal attributes to excelsounds obvious, but it doesn’t always happen. If nothing else, put a coaching programme in place. It will encourage trustand help new managers understand that the value they bring is not about havingall the right answers, but developing the self-belief and strengths of others. Clash of the titans The Chartered Institute of Personnel and Development (CIPD) should becommended for agreeing to an open debate with one of its fiercest critics,consultant Paul Kearns. Personnel Today prompted the head-to-head between Kearns and the institute’sassistant director-general Duncan Brown at the beginning of the year. Thedebate was held in front of 60 people in the less than palatial surroundings ofthe Ramada Jarvis hotel in Ealing last week. This was an important debate about whether HR and the CIPD are strategicenough. Views were expressed in a good-natured manner, and although there weredistinct differences between them, this was not the hostile confrontationpredicted. It is right that arguments about the CIPD’s role and the impact HR is havingon business should go on and on. The mark of a confident, healthy profession isone that is able to question, criticise and analyse itself without animosity. By Jane King, editor Related posts:No related photos. Line managers torn in two directionsOn 23 Sep 2003 in Personnel Todaylast_img

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