Why people management skills are crucial for leaders

Why Organizational Behavior (OB) is EVERY Manager’s Superpower 🚀 As a student diving deep into management, I've realized something game-changing: Organizational Behavior isn't just another textbook course—it's the secret weapon of exceptional managers. Think of it: Companies don't fail because of faulty machinery; they often fail due to misalignment, demotivation, and poor communication. OB gives managers the tools to fix that. Here’s why it’s the ultimate superpower: • Mind-Reading (Well, Kinda): OB principles help managers understand why employees and teams behave the way they do (motivation theories, personality, perception). This knowledge allows for better resource allocation and conflict resolution. • Team Dynamics Architect: Great managers don't just assign tasks; they build high-performing teams. OB teaches the nuances of group cohesiveness, leadership styles, and power dynamics, turning a group of individuals into a synergistic force. • Change Agent: The business world is constantly changing. OB provides frameworks for managing organizational culture and planned change, ensuring smooth transitions and employee buy-in rather than resistance. • Conflict Defuser: Conflict is inevitable. An OB-trained manager can identify the root cause, mediate effectively, and turn a potential crisis into an opportunity for growth—a true crisis management skill. • Productivity Multiplier: Understanding job satisfaction and employee engagement means managers can design work environments and reward systems that maximize motivation and output, leading to superior organizational performance. The takeaway? A manager who only knows finance or operations is running on one engine. A manager who masters Organizational Behavior is flying on all cylinders, leading with empathy, insight, and influence. Special thanks to Dr. Sakshi Mann mam for inspiring this perspective in my OB class. #OrganizationalBehavior #Management #Leadership #StudentLife #FutureManager #HumanResources #BusinessSkills

🔰 Decoding the Failure of Performance Management Performance Management often fails not because the tools are ineffective — but because it lacks alignment between goals, leadership behaviors, and organizational culture. Here is a systematic breakdown of the root causes behind the collapse of Performance Management in many organizations: 🔍 Systemic and Behavioral Causes 🔹 Lack of clear and continuous goal communication Employees don’t understand how KPIs connect to strategic intent, leading to disengagement and misalignment. 🔹 Annual evaluations become ritualistic Without mid-year follow-ups or ongoing coaching, performance reviews turn into judgment sessions rather than development opportunities. 🔹 Leaders fail to use Performance Management as a coaching tool They neglect real-time observation on the shop floor (Gemba) and avoid asking reflective questions like “Why?” or “What’s getting in the way?” 🔹 The system emphasizes control over learning Reporting becomes a defensive act, rather than a space for learning from mistakes. 🔹 HR becomes a custodian of paperwork, not people The human element is lost, and the role of HR in fostering growth and psychological safety is diminished. 🧭 How to Prevent and Reverse the Decline 🔹 Implement a Daily Management System One that connects strategy to frontline operations and invites daily reflection from employees. 🔹 Establish Leader Standard Work So that coaching, observation, and inquiry become part of the leader’s daily rhythm. 🔹 Shift evaluations from judgment to development Focus on shared goal-setting, performance reflection, and learning from setbacks. 🔹 Build a culture of transparency and psychological safety Where asking “Why?” is safer than offering excuses. 👀 “Performance Management doesn’t fail because the tools don’t work — it fails because leadership behaviors don’t change.” 👀 True transformation begins when leaders stop “doing” Performance Management and start “living” it. #LeadershipMindset #CourageToLead #VisionZero #NiraphaiThoughts #TransformationalLeadership #XtoYbyWhen #Niraphaiperspective #Managementperspective 🔎Follow me.... For more and Please make sure to tag me properly in case you want to share this content.🔍

🚀 Rethinking Performance Management: From Write-Ups to Growth Conversations Traditional performance management has a branding problem. For too long, it’s been synonymous with “discipline”; a reactive system focused on correcting behavior rather than improving it. But the future of performance management isn’t about paperwork. It’s about progress. Forward-thinking organizations are moving beyond annual reviews and punitive measures to create systems that foster continuous feedback, growth and alignment. Here are three research-backed strategies to elevate how your organization manages performance: 1️⃣ Make Feedback Continuous and Bidirectional Annual reviews don’t cut it anymore. According to Gallup (2023), employees who receive meaningful feedback weekly are 3 times more engaged than those who receive it once a year. Modern tools and cultures enable two-way feedback loops where employees can share upward insights just as often as managers provide downward feedback. 🧭 Tip: Use “feedforward” techniques - focusing on what can be improved in the future, not what went wrong in the past. 2️⃣ Align Goals to Purpose, Not Just Metrics Performance management often misses the mark when goals are disconnected from organizational purpose. A Deloitte (2023) study found that employees who see a clear connection between their personal goals and company mission are 42% more likely to stay long-term. 🎯 Tip: Reframe goal-setting conversations around “how your work contributes to the mission” - it turns accountability into inspiration. 3️⃣ Focus on Coaching, Not Correcting The best managers act as coaches, not critics. Research from McKinsey (2023) shows that teams led by “coaching managers” outperform peers by up to 25% in productivity and engagement. Coaching builds trust, psychological safety, and personal accountability - the foundation for sustainable performance. 💬 Tip: Train leaders to ask questions like “What support do you need?” instead of “Why didn’t this happen?” Performance management done right isn’t about catching mistakes - it’s about cultivating potential. When leaders focus on feedback, purpose and coaching, they transform performance conversations from fear-inducing to future-shaping. 👉 How is your organization evolving performance management for the modern workforce? Ready to level-up your leadership? Paradigm Shift is here to help - let's chat. #PeopleFirstHR #PerformanceManagement #Leadership #EmployeeEngagement #FutureOfWork

A Manager lacking people management and leadership skills can create significant challenges within an organization, leading to a disengaged workforce, increased employee turnover, and a poor company culture. This often occurs when promotions are based on technical skills rather than management ability, resulting in ineffective communication, a lack of emotional intelligence, and unclear goals. The consequences of poor people management and leadership are profound: - Disengaged workforce: Employees may feel unimportant, resulting in decreased productivity. - Increased attrition: When employees do not feel supported or inspired, they are more likely to leave. - Poor company culture: Ineffective communication and a lack of empathy can foster a negative work environment. - Lack of vision: Weak leadership can create a disconnect between the team and the company's mission. To improve people management and leadership skills, the following strategies can be implemented: - Improve communication: Clear communication, setting expectations, and providing constructive feedback are essential. - Develop emotional intelligence: Understanding and connecting with employees on a human level is crucial. - Foster trust through delegation: Empowering employees by delegating tasks and involving them in decisions builds trust and respect. - Lead by example: A Manager's actions set the tone; demonstrating expected behaviors and ethics is vital. - Focus on empathy and support: Prioritizing employee well-being and development is key to fostering effective leadership. By addressing these areas, Managers can cultivate a more engaged and productive workforce, ultimately enhancing company culture and performance.

Titles don’t create leaders. Actions do. A boss manages tasks. A leader develops people. The difference shows in how we communicate, support, and guide. Teams don’t grow through pressure — they grow through trust, clarity, and shared purpose. Choose to coach, not command. Choose “we”, not “I.” Choose to lift, not push.

Grow with Google and The Google School for Leaders launched Google People Management Essentials, a new online course for managers outside of Google. https://lnkd.in/gbc9XH-a

Culture Change that Lasts – The Final Step Most Organisations Miss Done This article explores the final element of the PEOPLE Change Management and Leadership Framework – Embedding Change.     The framework as a whole: P – People-Centric Leadership E – Empowerment O – Optimise P – Purpose-Driven Vision L – Learning E – Embedding Change – is designed to deliver lasting transformation by connecting leadership behaviour, culture, and measurable outcomes.   Embedding change means ensuring that what was once new becomes normal.   It is the process of making change stick through reinforcement, alignment, and recognition.   To embed change effectively, organisations must practise five disciplines:   – Reinforcement – recognising and rewarding the right behaviours until they become habit. – Integration – aligning new practices with systems, policies, and performance measures. – Capability building – developing the skills and confidence to sustain results. – Feedback – maintaining open loops to capture learning and improvement. – Reflection – reviewing progress and planning the next stage of growth.   Success requires visibility and consistency.   – Wins should be recognised widely. – People must see progress rewarded and supported. – When setbacks occur, they should trigger learning, not blame.   At The Sixsess Consultancy, embedding change is where strategy becomes culture.   Tools such as Recognition and Mentorship Plans and Cultural Integration Mapping ensure that new practices endure.   Explore how The Sixsess Consultancy helps organisations embed cultural and behavioural change that endures:   The Sixsess Consultancy’s PEOPLE Change Management and Leadership Framework course: https://lnkd.in/ehdq378v   The Sixsess Consultancy Home: https://sixsess.org/   The Sixsess Consultancy About: https://lnkd.in/e2hzJ-tu   The Just Great People Podcast: https://lnkd.in/ecdWVzDS Keywords: Embedding Change, The Sixsess Consultancy, PEOPLE Change Management and Leadership Framework, Organisational Change, Cultural Transformation, Leadership and Culture, Behavioural Change, Change Reinforcement, Change Integration, Capability Building, Organisational Learning, Continuous Improvement, Recognition and Mentorship, Cultural Integration Mapping, Change Leadership, Employee Engagement, Organisational Performance, Purpose-Driven Change, Sustainable Transformation, Business Transformation, Leadership Development

New Research on How the Best Managers Shape Employees’ Careers Key Findings *Contrary to conventional wisdom (which emphasises motivation, morale‐building or managing via incentives), the most effective managers are those who match employees to the roles where they fit best (rather than just “push harder”). *Employees whose managers achieved strong role‐fit assignments earned meaningful upswings in income and career mobility compared with peers whose managers did not focus on fit. Implications for Leaders & Organisations Managerial value is less about pushing harder, more about placing smartly. The manager’s “secret sauce” may not be motivational speeches or strong oversight, but rather knowing people and roles well enough to make better matches. Talent-deployment strategies matter. If organisations invest in helping managers understand their team members’ strengths, aspirations and role demands, then the “fit” will drive performance, engagement and retention. Broad workforce impact. Since the dataset is global and large, the findings suggest this isn’t a niche effect but a general principle applicable across industries and geographies. Beyond traditional performance levers. Instead of just focusing on increasing effort, satisfaction or morale, leadership and HR teams must embed role-fit and alignment into how they define good management. Recommended Action Steps *Audit role‐fit practices. Review how your organisation assesses role requirements, employee strengths/aspirations and how assignments are made. *Shift manager training. Develop managers’ skills in diagnosing “fit” (capabilities + motivations + role demands), not just in motivating or supervising. *Track fit outcomes. Create metrics around internal mobility, role changes, performance variance by fit, and link these back to manager behaviours. *Embed in talent systems. Ensure recruitment, onboarding, development and internal mobility processes reflect role/people alignment (not just filling positions). *Communicate the value. Share with leadership and teams that “fit” is a key driver of outcome helps set expectations, reduce mismatches, improve retention. In Essence The study shows that the most impactful managers are those who place employees into roles where they truly fit, rather than simply pushing harder or managing more intensively. Across a large global dataset, employees whose managers emphasised role-fit achieved significantly better career progression and outcomes. This suggests organisations should prioritise role-fit and alignment as a core managerial competency. Manager training, talent-deployment systems and HR processes must therefore shift from motivation/monitoring toward matching people to roles strategically. Ultimately, when managers act as skilled talent-matchers, they boost both individual careers and organisational performance. Full article: https://lnkd.in/dyrK3kZY

New Research on How the Best Managers Shape Employees’ Careers Key Findings *Contrary to conventional wisdom (which emphasises motivation, morale‐building or managing via incentives), the most effective managers are those who match employees to the roles where they fit best (rather than just “push harder”). *Employees whose managers achieved strong role‐fit assignments earned meaningful upswings in income and career mobility compared with peers whose managers did not focus on fit. Implications for Leaders & Organisations Managerial value is less about pushing harder, more about placing smartly. The manager’s “secret sauce” may not be motivational speeches or strong oversight, but rather knowing people and roles well enough to make better matches. Talent-deployment strategies matter. If organisations invest in helping managers understand their team members’ strengths, aspirations and role demands, then the “fit” will drive performance, engagement and retention. Broad workforce impact. Since the dataset is global and large, the findings suggest this isn’t a niche effect but a general principle applicable across industries and geographies. Beyond traditional performance levers. Instead of just focusing on increasing effort, satisfaction or morale, leadership and HR teams must embed role-fit and alignment into how they define good management. Recommended Action Steps *Audit role‐fit practices. Review how your organisation assesses role requirements, employee strengths/aspirations and how assignments are made. *Shift manager training. Develop managers’ skills in diagnosing “fit” (capabilities + motivations + role demands), not just in motivating or supervising. *Track fit outcomes. Create metrics around internal mobility, role changes, performance variance by fit, and link these back to manager behaviours. *Embed in talent systems. Ensure recruitment, onboarding, development and internal mobility processes reflect role/people alignment (not just filling positions). *Communicate the value. Share with leadership and teams that “fit” is a key driver of outcome helps set expectations, reduce mismatches, improve retention. In Essence The study shows that the most impactful managers are those who place employees into roles where they truly fit, rather than simply pushing harder or managing more intensively. Across a large global dataset, employees whose managers emphasised role-fit achieved significantly better career progression and outcomes. This suggests organisations should prioritise role-fit and alignment as a core managerial competency. Manager training, talent-deployment systems and HR processes must therefore shift from motivation/monitoring toward matching people to roles strategically. Ultimately, when managers act as skilled talent-matchers, they boost both individual careers and organisational performance. Full article: https://lnkd.in/dyrK3kZY

LEAN PERFORMANCE MANAGEMENT 3 Secrets Used by Leading Corporations — from CHROs to CEOs In many organizations, performance reviews have become little more than an annual paperwork marathon — something to survive, not a system that drives growth. Meanwhile, top-performing companies have shifted from evaluating people to developing capability. After years serving as a CHRO across multinational organizations, I’ve learned that effective performance management doesn’t need to be complicated — it needs to be lean, transparent, and lived every day. Global enterprises have turned PMS (Performance Management System) into a true growth engine through three simple but powerful shifts. 1️⃣ Feedforward — Focus on the Future, Not the Past Rather than dissecting what went wrong, leading organizations emphasize what can be done better next time. This approach helps reduce defensiveness and accelerate learning. As Warren Buffett said: “Focus on where you want to go, not where you’ve been.” 2️⃣ OKRs & Check-ins — Flexible Goals and Continuous Dialogue OKRs expand thinking beyond traditional SMART goals, creating space for innovation and agility. Companies like Google and Intel have transformed OKRs into monthly performance conversations that help remove roadblocks, realign focus, and maintain what I call “the heartbeat of performance.” 3️⃣ Separate Pay from Development When pay and evaluation are tightly linked, honesty is often compromised. Modern organizations separate these conversations — performance discussions focus 100% on growth and coaching, while compensation decisions rely on aggregated data and market benchmarks. This approach builds a culture of trust, feedback, and continuous improvement. When performance becomes a daily habit rather than a yearly event, organizations evolve faster, stronger, and with greater resilience than any system can design. Which of these principles do you find most effective in your organization? Or what challenges arise when applying an Agile mindset to performance management? I’d love to hear your perspectives — from those leading performance, not just managing it. — Pham Thi Thuy Binh | CHRO #PerformanceManagement #Leadership #HRStrategy #OKRs #AgileOrganizations