First-time Leaders still have the same expectations of their organization as they did 5 to 10 years ago but need Leadership development!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
??Putting talented, productive people into leadership roles with the hope that they can succeed is not enough.
?? The “softer” but increasingly critical leadership skills merit and require intentional development.
?? If you are a first-line leader in today’s world, you need different behaviors to be successful than you did even just three years ago.
The first-line leaders who think future forward, act quickly, think clearly, and make good decisions amidst complexity; are open to feedback; help their teams align their individual career goals with the organization’s goals; get the right things done; and model well-being will have the strongest organizational impact.
?? So there is a critical need of focused development efforts for first-line leaders, according to a new interesting research published by The RBL Group using a database ?? of more than 32,000 leadership behavior ratings collected over the last ten years.
?Top challenges with Fist-time managers
Researchers have identified the following key challenges in developing frontline leadership:
? Promotion without adequate Training
? Intensified pressures faced by leaders post-COVID
? Managing remote and stressed teams with fewer resources.
?Key changes in the behavior of key frontline leaders before and after Covid
?? Researchers used data for evidence-based answers to understand how leadership expectations were changing.
Researchers has identified what matters less, the same, or more today for first-line leaders who effectively deliver strong value for their organizations as seen by their managers and direct reports using the five domains of RBL foundational Leadership Code model.
Researchers found with data that what mattered 5-10 years ago still matters today and they categorized in three main domain:
?? Finally, researchers recommend that front-line leaders or those responsible for upgrading front-line leaders pay attention to two main points:
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1?? Build your team for the future.?
If you are a first-line leader, you have always had to attract and retain the right talent to get the work done, ensure your team’s goals and skills align to the organization’s goals, and help your team be productive and engaged
So first-line leaders must also be able to:
?? Personalize work. Help each member of your team see what’s in it for them if they stay.
?? Create meaning and hope. Clearly and consistently communicate how the work the people on your team do contributes to goals that are both compelling and achievable.
?? Look ahead. High-value first-line leaders over-index on attracting and retaining talent with the skills their organization needs to be successful into the future.
2?? Manage competing demands.?
If you are a first-line leader, you have always had to attract and retain the right talent to get the work done, ensure your team’s goals and skills align to the organization’s goals, and help your team be productive and engaged.
?The scorecard of First-Line Manager
Researchers highlight the critical need of focused development efforts for your first-line leaders.
Finally, researchers recommend first-line leaders for:
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This outstanding research - which is carried out by the serious RBL group researchers - with a large internal data set, draws a precise portrait of the needs of today's first-time managers, clearly based on the need for training and development. Organizations must clearly prioritize the development of their first-time managers in order to achieve high business results.
Thank you ?? The RBL Group researchers team for these insightful findings:
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Great data from The RBL Group and thank you for posting, Nicolas BEHBAHANI! Prioritizing the needs of first time managers (and really the entire employee base) is something that should be proactive and not a reactive action. Ensuring there is a clear path for growth with specifically called-out access to resources as well as some form of mentor system (or an internal coach or 1-1 sounding board) are all easy-to-take actions for mid and large organizations. Universally, ensuring that there is open communication between teams, leaders, management, etc. so that people feel heard and trust the feedback is a goal every organization can accomplish if they make the effort.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
9 个月This research by The RBL Group, hits the nail on the head! ?? for sharing Nicolas BEHBAHANI. ?? First-time leaders still crave organizational support, but their needs have evolved significantly. "Support & Unlock potential for Success". ???? In India, ? the PSU & Govt. Companies (including Defense) lead the way by requiring structured training before promotions. ? How - ABCDE ?? Action a Targeted & Personalized Development Programs. (+Coaching). (Personalized MDP, with competencies) ?? Build Leadership Shadowing (Scaffolding principle). ?? Clear Expectations & Continuous Feedback on all aspects. ?? Develop Community - Their achievements sharing platform, with Story Session of all the first-time leaders for learning. ?? Emphasize on their Emotional Wellbeing - regular check-Ins & appreciation of efforts. PS: My Scaffolding Model - 1?? I do it - You see me. 2?? I do it & You are with me. 3?? You do it & I am with you. 4?? You do it all by yourself. 5?? You do it & someone else is with you.
Such insightful findings! Developing first-line leaders is indeed crucial for organizational success. ?? Nicolas BEHBAHANI
I help organisations exploring AI define opportunities, improve operational efficiency, ensure ethical alignment, and achieve measurable outcomes.
9 个月Quite a deep dive into the needs of today's leaders. How can we apply this daily?
Evidence-based Leadership, Talent, and Human Capability Principal Consultant @ The RBL Group
9 个月Thank you, Nicolas BEHBAHANI, for sharing and for a great summary of our research. You pose a critical question: How can organizations prioritize the needs of their first-line leaders (in addition to traditionally prioritized senior leaders)? ... We feel optimistic that both advancements in technology and data-informed development strategies are increasingly improving the suite of options organizations have to provide their first-line leaders with critical support. Your share helps focus in on key considerations. Thank you.