It is managers who turn potential into performance by role modelling, guiding and stretching the team. As part of our ongoing Growth Drivers research, we conducted quantitative research with over 100 managers and spoke with 20 senior clients across a range of industries. The research uncovered an opportunity to build managers' confidence in driving growth through people, with our 'Growth Practices for Managers'.

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01Findings from our most recent Growth Drivers research

Where is effective modelling at all levels of the organisation?

Only 40% of people say their

manager regularly paints an

effective vision of what their

team needs to be doing & how

they need to be performing

Only 25% of people feel their

manager role models expected

new ways of working from new

capability programmes

Copying others is the most influential way that we learn and develop which is why our behaviours and beliefs are heavily shaped by strong role models.

We need to recognise the impact that every manager has on supporting performance improvement through their own role modelling.

ROLE MODELLING

How managers create growth through people

If you are a manager, you are a Role Model so what type of role model do you want to be?

02GUIDING

Guiding is the Growth Manger practice to help the team work through its challenges to deliver improved results.

Managers aren’t guiding in a way that maximises performance

Less than half of people say their

manager regularly helps them to

clarify their development areas

& find creative solutions to fill

their gaps

Less than a third of managers

regularly help improve thinking

through effective ‘in the

moment’ feedback & questions

Understanding Motivations & StrengthsGuiding starts with understanding the personal motivations of individuals in your team

Designing purpose into the working patternWhat changes in the pattern of meeting and collaborations could you instigate to move you closer towards your purpose?

Increasing the frequency and quality of feedbackIncrease the frequency and quality of the feedback people receive and you’ll see a big improvement in performance

Using guiding questionsAsking questions that focus the team on how they are working, questions that draw attention to the right behaviors

03The volume of work feels more challenging but it doesn't mean the work is always developing people

28% of people strongly feel their

manager regularly accelerates

the teams' performance through

the encouragement of risk &

reflection

24% of people strongly feel their

manager regularly proposes

taking different roles in

teamwork to capture new

perspectives

STRETCHINGStretching, failing and stretching again is the way that the brain grows and forms new connections. It’s how you create expanded comfort zones and expanded zones of competence.

There are 4 different types of stretch that help maximise performance

Turn off autopilotChallenging our assumptions. Change your assumptions, you change your perspective

Window openingSearching out and promoting further role models and diversity thinkers on specific topics

Increasing empowermentSelecting the right type of opportunity to either close a gap or go to the next level

Systematic reflectionEncouraging the team to slow down and leverage the power of reflection to reveal what matters most

3 key themes from the research

Helping others perform feels more

challenging in matrix and virtual teams

It’s taken for granted that managers know

how to operate in this environment

There's no clear structure to

support what a manager does to develop their team's performance

25%

40%

WHY our work matters

WHAT’s important to master

HOW we work

31%

38%

28%

Calling it out

24%