— 3 min read

There are a lot of CEOs out there who honestly don't care about human resources. They don't care that for the last 12 years the percent of engaged workers has been around 30% and it costs millions of dollars every year. They don't care about finding the managers with the right skill set and for some reason, they don't care that is hurts their business.

Managers must be a A-team

A good manager is like the A-team with a lot of different skills

The lack of interest from leadership means that HR departments all over the country are not under enough pressure to build a strong company culture or find the right managers for their company. Gallup's recent study „State of the American Manager" found that managers account for about 70% of employee engagement scores. Yet, organizations fail to find the right talent for manager positions 82% of the time.

The core of the problem is that more often than not people are chosen to be the manager for reasons that have nothing to do with managerial talent. The top 2 reasons why people are choose as managers are:

  • employee was successful in a previous non-managerial role;
  • employee has a lot of experience in the company or field.

Although at a glance, both of those are reasons for promotion but at the same time they say nothing about employee's ability to manage people.

According to Mintzberg (1990), a manager has ten roles which can be divided into 3 categories:













Disturbance Handler

Resource Allocator


Yes, most of those roles demand a knowledge and expertise from their field and, also, an experience with success. At the same time, they need skills and talents that have nothing to do with person's ability to be a regular worker.

Gallup has determined five talents that should be evaluated before hiring a manager. They also found that only 10% of people have all of those skills.

Managers must:

  • motivate;

  • have assertiveness;

  • make decisions based on productivity not politics;

  • great a culture of accountability;

  • build relationships with trust

Knowing all this, it's no surprise that it's hard to find good managers but that doesn't mean we shouldn't try.

18% of managers are right for their job.

35% of managers are engaged in their work.

30% of employees are engaged (and this number hasn't chanced in a long time)

To chance this, leaders must act. Now.