We've all heard of helicopter parents. They're those annoying parents that constantly hover and prevent their children from learning to deal with life's challenges for themselves. Then, these children grow into young adults who are woefully ill-prepared to cope with the realities of an adult working environment.
However annoying, though real, helicopter parents are, helicopter managers are equally, if not more annoying. Helicopter managers hover and prevent their employees from thinking and making decisions, solving problems, and consistently increasing their marketable skills.
In the April 21, 2015, Gallup® Business Journal, Amy Adkins wrote an article entitled: Only One in 10 People Possess the Talent to Manage. In her article she states that Gallup found,
When my company works with organizations on succession and workforce planning, the discussions on departments, positions, talent, and managers needed going forward get emotional. They get emotional because we're discussing people. Good people. Hard working people. But, we are discussing people who may not be a right-fit for a management position, or for the company going forward. And those are difficult discussions to have.
Though that title may strike you as a bit abrasive, there's nothing new with the idea: Change is inevitable. Either you adapt and change, develop new skills or technologies, or you'll die as a business or you'll lose your job as an employee. There are no other options.
Just so we're clear right from the start with the title of this article, I'm not talking about what many human resources professionals refer to as 'Workforce Readiness' i.e., The 'readiness' of individuals to enter or re-enter the workforce productively and the subsequent training needed to help them acquire the necessary skills to become employable.
What I'm talking about when I ask, you as a leader, How Ready is Your Workforce? is this:
Is your current workforce ready to support, manage, and lead your company as it will be 3, 4, 5 or more years from now?
Human beings tend to be creatures of habit. That's good in that we can enhance our efficiencies by doing things over and over again. However, we can also become a bit too comfortable with our habits. When that happens, we don't recognize when our habits are no longer helping us, but are instead hurting us and our businesses.
As business owners, when we become too comfortable with our habits, we don't recognize when they're hurting us.
I've been working with several business owners to help them each break just one habit that's no longer helpful to them and their businesses. Each business owner's habit is different; yet each habit is causing serious problems for their respective employees and companies.