Less than 30% of employees want to one day hold a Senior Leadership position knowing that they have the same percentage of failing in this role!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? The interest of women and men in leadership positions increases as they move up the corporate ladder.
?? But about half of executives hired from outside failed in their role. The numbers look a little better for internally promoted executives, but more than a third still fail.
?? A majority of women are not deterred by requirements like working 50 hours a week or managing fast-paced and high-intensity work.
?? While there is slightly more hesitation around extensive travel, six in ten women are not discouraged from seeking a role that may require it, according to a new interesting research published by Gallup using data ?? from self-administered web surveys conducted in Q4 2023 and Q1 2024 with a random sample of 19,836 and 19,846 adults who are aged 18 and older, working full time or part time for organizations in the United States, and members of the Gallup Panel.
?Only 26% of men and 17% of women would like to become Executives
Researchers found that only 26% of men and 17% of women say they are interested in becoming a senior leader or a leader who manages other managers.
When researchers presented with the opportunity to think about a “perfect world,” those numbers increase for both men and women, with 34% of men and 22% of women indicating they would like to achieve a senior leadership position. This increase across gender groups suggests that both men and women perceive certain realities of leadership roles that deter them from seeking that level of growth.
?? Researchers conclude that as people gain experience managing others, they may also gain confidence in their ability to do so, and leadership roles likely feel more within reach.
? A Third to Half of executives fail in their new roles
Another recent research from DDI | Development Dimensions International found that about about half of executives hired from outside failed in their role. The numbers look a little better for internally promoted executives, but more than a third still fail.
?Potential Deterrents to Leadership Roles
Researchers found gender disparities in potential deterrents for leadership roles.
?Women are more likely to indicate that needing to be available outside of working hours would deter them from seeking a leadership role.
? Women with children (14%) are twice as likely as men with children (7%) to report having had three or more days in the past month when they were unable to perform their usual work responsibilities because of issues with child care.
领英推荐
?The 5 Reasons why smart Executives fail?
Researchers listed the 5 reasons and common patterns why smart executives fail:
1?? They don’t know how to deal with the ambiguity that comes with bigger, more strategic roles.
2?? They spend too little time on the big picture and too much time micromanaging their teams.
3?? They aren’t skilled at influencing stakeholders across a larger network.
4?? They are overconfident, without enough introspection.
5?? They’re dealing with change at a rate they haven’t had to deal with before.
?? Finally researchers conclude that Organizations need to take below actions for that progress to extend into leadership roles:
?? Clarify criteria for determining "leadership potential.”
?? Hold leaders accountable for developing the next generation.
?? Flex to meet the needs of high-performing employees.
?? Listen first, and then act.
?? ???? ???????????????? ????????:
These two wonderful pieces of research demonstrate the challenges employees face in reaching executive roles and highlight the gender gap that persists. By understanding the reasons for these challenges, organizations can better help employees reach executive positions - knowing of course that not everyone has a vocation to become executives.
Thank you ?? Gallup researchers team for these insightful findings:
?? Follow me as a LinkedIn Top Voice on LinkedIn (+32 000), and click the ?? at the top of my profile page to stay on top of the latest on new best?HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.
???Join?more than 15,500+ people and subscribe to receive my Weekly People Research
Everyday, I share a new research article about?People Analytics, Human Capital, HR analytics, Human Resources, Talent,…
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
8 个月?? Thank you, Nicolas BEHBAHANI for sharing this illuminating Gallup research. ?? The findings truly resonate with the evolving dynamics of leadership roles. More so, the Reasons & Recommendation are spot-on. ??♂? Going UP ?? & Staying there ?? is a Art & a Science. There are few organizations which are called "Factories of producing Leaders" (developing 2nd line). Sharing my experience: 1. On average, it's a 'Build then Buy' strategy, recognizing that cultivating leaders internally, is a time-intensive yet invaluable process. 2. The rigorous training & weeding-out process is a natural evolution, ensuring only the most adept leaders progress. 3. There's a unique chemistry that develops (with people who matters) during this journey. 4. Continuous Learning through MDPs, Shadowing, Mentoring, Coaching, & Horizontal growth are essential components that need prioritization. 5. Leadership roles involve a blend of technical proficiency & people skills. Regular assessments is necessary to ensure there is a holistic progress. PS: This happens in a very supportive environment for risk-taking & innovation, with appropriate rewards mechanism.
Work shouldn't suck, so design a better employee experience!
8 个月Nicolas BEHBAHANI such great research. I believe that leaders within organizations focus too much energy on stellar individual contributors because of their ability to deliver results. Just because I can deliver great outcomes does not mean I possess the skills or desire to influence others to deliver great outcomes. Perhaps organizations would be better served if they had different career paths for HIPO individual contributors and HIPO leaders. I am simply repeating what smarter people than myself have already suggested, but it would certainly allow organizations to retain both HIPO types without forcing one employee down a path for growth they don't really want.
Human Resource Professional | MBA | Coporate Recruiting Professional- ASA | Ex-Wirtgen Group,A John Deere Company
8 个月Very enlightening insights on the dynamics of leadership progression, especially regarding the challenges faced by executives. It's crucial for organizations to recognize the challenges and opportunities in promoting leadership diversity. The statistics on executive failure rates highlight the importance of addressing key challenges like ambiguity, micromanagement, stakeholder influence, overconfidence, and change management. The suggested actions for organizational progress in leadership development are valuable guidelines to consider.
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
8 个月Interesting research Nicolas BEHBAHANI. The comment by Alex Fonnesbech reminded me of a conversation that I had with a CEO earlier this year. I was talking to him about onboarding and succession planning and he said that he felt that he would have benefitted from onboarding prior to taking up his post - that way he would have had a better understanding of the overall picture with regard to the way in which the organisation operated. Perhaps this is one of the missing elements that would help people to settle into leadership positions when new to an organisation. With regard to internal moves into leadership positions, succession planning can have a big impact if managed properly. Thank you so much for sharing this information Nicolas - you continue to provide excellent insights.