In our inability to define the ideal leader, most people in positions of authority have defaulted to what works for them. To amplify this dilemma, countless people are promoted into leadership positions for their technical acumen.
The skills needed to be, for example, an artisan, engineer or accountant are entirely different from those of a capable leader. The expertise to manage a business is not the same, and at times, contrary to the aptitude needed to lead people. As a result, the quality of many business leaders is relatively low. Fortunately, using the latest research in neuroscience, we have been able to identify a handful of practical skills, that if applied, will give you the cutting edge that you are looking for.
Gallup’s 2016 study, including 1.8 million workers in 73 countries across 49 industries revealed that 87% of people in the workplace are disengaged. Worldwide this equates to a $9 trillion loss in production. On the other hand, their research found companies truly benefitted from having a higher engaged workforce. This was reflected in a 37% decrease in absenteeism, 25% decrease in turnover, 60 % fewer errors and defects, 21% increase in productivity, and 22% improved profitability. The number one reason workers are engaged or disengaged is attributed to the relationship with their direct supervisor. Companies often underestimate how much their managers and supervisors sway the overall performance of their organisations. The most significant action any company can take toward improving their culture is to invest in its leadership capacity.