n HR Future - Overcome the barriers to successful team and organisational change -  part two - leadership

Volume 2019 Number 8
  • ISSN : 1608-8506


Last month, the first article in this three-part series introduced the 7th Wave concept (on the following page), highlighting the first of three systemic barriers that often derail successful change efforts in many teams and organisations. In this article, I explore the second barrier, which is a most influential obstacle to a team or an organisation’s quest for high performance. (I once again use the terms manager and leader interchangeably). A recent Harvard Business Review article stated that leaders should be responsible for driving employee engagement, yet only 30% of employees are engaged, costing the US economy $550 billion a year in productivity loss. Moreover, a large global survey of employee attitudes towards management suggests that a staggering 82% of people don’t trust their managers!

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