5 New Habits of Highly Effective Leaders Supported by Research (and a Lot of Common Sense)

Is it possible to boost both the bottom line and employee satisfaction and engagement at the same time? 

Yes, undoubtedly, Being a boss entails balancing the needs of the company with the needs of the employees. When it comes to the bottom line, most executives prioritize business objectives.

Who are the most effective managers?

 They recognize that efforts can be made to increase employee engagement, fulfillment, and well-being while also benefiting the bottom line. Because great bosses do things that are both good for their employees and good for business.

Do you want to be a great manager?

Here are a few things you can do right now to help.

1. They promote the right people.

When employees believe their company’s promotions are well-managed in comparison to other companies in the same industry:

  • The indicators of productivity have increased by 30%.
  • • The turnover rate has been reduced by half.
  • Employees are five times more likely than managers to believe they are trustworthy.
  • Stock returns are five times those of the market.

Of course, you can’t explain every promotion decision. You are not required to justify every promotion decision (You should never compare employees publicly).

You can, however, ensure that everyone understands the significance of each function and the fundamental drivers of exceptional performance. “Fair” means choosing the best candidate for the job; thus, the more people who understand the job’s responsibilities, goals, and objectives, the more likely they are to perceive your decisions as fair.

Examine your selection criteria from a different perspective; rather than focusing on “qualifications,” consider what the ideal candidate for the job will actually do.

After all, you’re not just filling a position; you’re putting the right person in the right position. “You need a doer of things that need to get done,” says HubSpot co-founder Dharmesh Shah. “You don’t promote titles.”

If teamwork is the most important factor, promote the best team player. If the output is the most important factor, reward your most efficient and effective employee.

If doing the right thing is most important (and when isn’t it? ), promote the person who is best at not only doing the right thing, but also encouraging, motivating, and assisting others in doing so.

2. They promote hiring the best leader for the job.

Researchers looked at who employees would choose as their leaders in a variety of situations in a study published in the Journal of Business and Psychology:

  • Teams that get together in person
  • Teams that collaborate remotely
  • Groups of hybrids (a blend of in-person and virtual interactions)

In-person team leaders tended to be charismatic, confident, and extroverted. What about virtual collaboration? They choose doers. They picked people who are great planners. Prioritizing is an acquired skill. At staying focused and assisting others in doing so.

Eighty-four percent identified people who could help them achieve their goals. Functional skills are task-oriented behaviors that help teams and individuals achieve their objectives.

That’s great news for anyone who has been wondering if their hard work will ever pay off.

And here’s the catch: there is one. Maybe your workplace has gone back to face-to-face communication. Maybe you’ve taken a hybrid approach.

It doesn’t make a difference. The mindset hasn’t changed, which focuses on what you do rather than where you do it. Employees want to work for someone who will help them get things done.

Not just someone who can talk a good game.

3. They only meet a few times a year.

A recent meta-analysis of over a decade of data found that 90 percent of employees believe meetings are “expensive” and “ineffective.” And they’re right: cutting meetings in half increased employee productivity by more than 70%.

When there are fewer meetings, employees have more time to get things done. And it makes them smarter; one study found that when employees attend meetings, their average IQ drops by 15 to 20%. Why? When you feel like a “junior” member of a group, your IQ drops. (In this situation, as in most others, confidence is essential.) If you believe your contributions will be undervalued, your IQ will suffer. If others criticize your contributions, your IQ will fall (explicitly or implicitly).

What about meetings that are not supposed to start on time? (Unfortunately, this is the case for the vast majority of meetings.) In terms of actual and perceived outcomes, those meetings are one-third less productive than those that begin on time.

As a result, great leaders schedule fewer meetings.

Especially if the goal is to brainstorm or solve a problem. People’s idea generation improves significantly when they come up with ideas on their own or with only one or two other people.

This usually results in more diversity in ideas, deeper analysis of the benefits and drawbacks of those ideas, and a much better chance of a larger group identifying the best concept if you decide to convene one.

4. They must deal with toxic employees.

Here are a few interesting facts:

  • Bringing in a superstar boosts employee morale by 16% while saving the average company $6,000 per year.
  • Getting rid of a toxic employee boosts employee morale by 61% and saves the average company nearly $13,000 per year.
  • While superstars usually make the lives of those around them better, toxic employees’ behavior and impact are even more “viral.”

Toxic people cause other employees to leave an organization more quickly and frequently. Toxic people have a negative impact on the productivity of those around them. Toxic personalities have the power to turn good employees into terrible ones. According to one study, “if you are exposed to these hazardous workers, you are more likely to be terminated later on.”

What if the toxic employee holds a position of power? A bad situation increases turnover by 60%, with a preference for “regretted resignations.” These are the people you don’t want to lose, in non-researcher jargon. (Because outstanding employees can always find work.) So, what is the bottom line?

Good managers work hard to develop and reward their top performers. Great leaders work even harder to deal with toxic employees and, if necessary, eliminate them.

5. They don’t serve sandwiches with feedback.

Most of us were taught the feedback sandwich as a way to provide constructive feedback: start with a positive, share the negative, and end with a positive.

Unfortunately, it is never easy to swallow a feedback sandwich. According to a study published in Management Review Quarterly, the feedback sandwich almost always fails to address negative or mediocre behaviors.

Why? While one in every five people recognizes the benefits, three out of every four believe they are being influenced. People believe they are being patronized in nine out of ten cases. Only 7% of those polled actually change their behavior.

Culture Code author Daniel Coyle has a superior method. According to a 2014 study, including one statement can boost feedback effectiveness by up to 40%:

“I’m saying this because I have high expectations for you, and I know you can meet them.”

What makes that line so effective?

It sends three key messages to the employee:

  1. You belong to this group.
  2. This group is distinct in that we hold ourselves to higher standards.
  3. I believe you can fulfill those requirements.

The end result resembles a connection sandwich rather than a feedback sandwich. There will be no deception. There will be no adages. Not inappropriate compliments. There will be no false optimism.

Simply direct feedback wrapped in a message of belonging, trust, and connection. This is the distinction between a feedback sandwich and genuine, honest feedback. Because successful managers understand that even if their employees don’t want to hear where they can improve, the information is valuable to them.

Respect the person who bestows it upon you.

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