News Analysis- Skills: Managers under the spotlight

Research from the Chartered Management Insti-tute has revealed that over half of managers misjudge their strengths in the workplace.

The CMI questioned more than 2,000 managers to find out which aspects of management they thought were their strengths. Almost half, 44%, said they excelled at managing people and 21% were target-busters.

The institute also created a question set to judge where managers succeed. The online application was completed by a greater number of participants and the results contradicted managers' perceptions, showing only 14% of UK managers excel at people management. According to the research, managers are best at obtaining results (41%) and showing strong leadership (37%).

Ruth Spellman, chief executive officer at CMI, argued that the findings show a need for renewed focus on management and leadership skills. She added: "The first step is for individuals to get serious about their personal development by working out where their strengths and weaknesses lie."

One broker who has taken active steps to avoid the pitfall of making assumptions is Ed Finch, managing director at High Wycombe-based MRIB. For the past three years, the company has performed in-depth appraisals with multiple sources using a bespoke question set that evolves every year depending on previous responses. The process ensures that everyone in the company has the opportunity to comment on the performance of the board members. Finch explained: "We ask certain questions that everyone has to complete in writing. It can be done anonymously if they wish."

The results for each division are collated into areas such as meeting expectations and are then compared with previous years. Finch says that the process has identified areas for improvement, such as which topics staff would appreciate more details on at the company's half-yearly presentations. He argued: "You have definitely got to do it otherwise what have you got to base your opinion of your management skills on?"

Consultancy
Another option is to seek external support. Rajan Amin, owner of Coversure in Kennington, has been working with a business coach since December 2009. Along with traditional annual reviews, he has a monthly session with all staff to go over developments after his meeting with the coach.

Amin said: "Coaching has changed the way I communicate with staff, encouraging them to take responsibility and resolve issues." He accepts that on occasion it can mean hearing some uncomfortable truths but points out that making changes is better than continuing in ignorance. He added: "We are only as successful as our team. It doesn't matter how happy I am: if the team isn't happy the business won't work."

Managing larger organisations presents very different challenges. The importance of change is clear in the mind of by Marc DonFrancesco, group head of marketing at Towergate: the broker has an annual online confidential survey for staff that includes feedback on management behaviour. Once divisional managing directors have assessed the results, action plans are drawn up with timeframes to make changes at operational level. When appropriate, a follow-up survey, which DonFrancesco describes as a "pulse check", helps makes sure that changes are happening and working. DonFrancesco concluded: "What counts is not the feedback but what you do with it. Without action, the process can be seen as a farce."

Source: Professional Broking – September 2010