Introduction
For years, the debate on what makes a great manager has revolved around qualities such as leadership, strategic vision, empathy, or the ability to motivate teams. However, a study has revealed that what truly distinguishes top-performing managers is their ability to identify individuals’ strengths and guide them towards roles where they can excel.
The Study’s Findings
This conclusion stems from a 10-year study analyzing the performance of over 200,000 workers and 30,000 managers across 100 countries. The results, as reported by The Wall Street Journal, indicate that the most successful managers are not necessarily the most charismatic or demanding but those who intelligently reposition talent.
How the Study Was Conducted
To identify top managers, the study focused on those who rose faster than their peers within a company. These rapid promotions were accompanied by other merit indicators, such as consistent salary increases and high scores in 360-degree performance evaluations.
At the end of the process, a quarter of all managers were classified as high performers. The study’s key observation was made when teams rotated leaders, a common practice in large multinationals. Two similar teams received new leaders; one was led by an average manager, and the other by a high-performing manager.
Given the teams’ similarity, any change in outcomes could be directly attributed to the leader. The result? Employees who worked under high-performing managers were 40% more likely to change roles within the company in the following years. This wasn’t about minor adjustments; it was about moving even to entirely different areas.
This change reflected in their paychecks. On average, these workers earned 13% more salary and registered 16% higher productivity levels compared to those under lower-performing managers. “The job change explained 64% of the wage increase for workers,” the analysis noted.
It’s crucial to highlight that, among the findings, benefits persisted even after the manager left the team. Unlike a purely motivational effect, the improvement in income and mobility remained for years. In other words, this indicates that top managers drive short-term results and transform career trajectories.
Time Investment in One-on-One Meetings
The study found that high-performing managers spent 19% more time in one-on-one meetings with their team members. In these sessions, they detected interests and skills not always reflected in the formal job title. Employees described these bosses as mentors offering feedback and creating opportunities aligned with individual aspirations.
For instance, one employee’s manager identified an interest in graphic design during a routine presentation and gave them the opportunity to lead a campaign. Another employee successfully transitioned to the marketing digital area after receiving support for training and role change.
Inspiring Professional Movement, Not Just Relocation
The study emphasizes that it’s not just about moving people from one position to another. High executives also successfully motivated their teams to proactively seek new opportunities.
The study showed that those who worked with this type of manager had 9.7% more chances of completing their profiles on internal job platforms and 50.5% more chances of taking temporary assignments outside their usual teams. In practical terms, this means these leaders inspire trust.
Key Questions and Answers
- What is the key trait of great managers, according to the study? The study found that top-performing managers are not distinguished by leadership qualities but their ability to identify and guide individuals’ strengths towards suitable roles.
- How was the study conducted? The study focused on managers who rose faster than their peers, accompanied by merit indicators like consistent salary increases and high performance evaluations.
- What were the results of the study? Employees under high-performing managers showed 40% more likelihood of changing roles, leading to a 13% higher salary and 16% increased productivity.
- How do high-performing managers spend their time? They invest 19% more time in one-on-one meetings, identifying interests and skills not always reflected in formal job titles.
- What impact do high-performing managers have on their teams’ career trajectories? They inspire professional movement, leading to 9.7% more chances of completing profiles on internal job platforms and 50.5% more chances of taking temporary assignments outside usual teams.
