[su_dropcap style=”flat”]O[/su_dropcap]NE OF THE MOST IMPORTANT decisions companies make is simply whom they name manager, Gallup has found. Yet our analytics suggest they usually get it wrong: Companies fail to choose the candidate with the right talent for the job 82% of the time.
And great managers are scarce because the talent required to be one is rare. Gallup’s research shows that about one in 10 people possess high talent to manage. Though many people have some of the necessary traits, few have the unique combination of talent needed to help a team achieve the kind of excellence that significantly improves a company’s performance. When these 10% are put in manager roles, they naturally engage team members and customers, retain top performers and sustain a culture of high productivity.
Defining TalentGallup’s latest report, State of the American Manager: Analytics and Advice for Leaders, provides an in-depth look at what characterizes great managers and examines the crucial links between talent, engagement and vital business outcomes such as profitability and productivity. Gallup research shows that when people use their talents they can learn a role faster and adapt to variance in the role more quickly. These individuals not only produce more, but they also produce at a higher quality. Gallup also has found powerful links between top talent and crucial business outcomes, including higher productivity, sales, and profitability, lower turnover and fewer unscheduled absences.