This new ebook is extracted from the whitepaper "Leading by Example. Why Managers are Failing to Create Strong Employment Brands." by Kristin Supancich and Hector Ortiz. It is providing 7 lessons leaders need to learn to become a employer of choice for their employees.

1. 7
lessons
for good
leaders
Kristin supancich

2. 2 | seven lessons for good leaders
01
forget Senior leaders, HR professionals
and management consultants are
Across all generations and regions,
these two factors (leadership style
To improve leaders’ performance,
employers will need to reconsider
experience, always trying to answer the perennial and vision) consistently rate above the way they seek and promote
question, “what makes a good issues of communication, personality talent in their organization. Many
focus on leader?” For all the testing and and experience. In fact, less than 5% employees indicate willingness to
vision performance coaching on earth,
nothing tells us more than employees’
of employees feel that experience
is the key factor in determining
accept inexperienced leaders if they
demonstrate the right leadership
actual experiences of being led. leadership ability. When we consider style, and organizations must adapt
that ‘experience’ is perhaps the most to pinpoint and build leadership skills,
Consistently, employees say a prevalent way employers assess rather than assuming they will simply
positive leadership style that responds people’s suitability for promotion, develop over time.
to their individual needs, and the there is a significant disconnect here
ability to provide a clear vision and between employer expectations and
direction are what they want most employee experience.
from their leaders.
A leadership style they can relate to, and the ability to deliver a
clear ‘vision’ is what employees want most from their leaders.
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

3. 3 | seven lessons for good leaders
02
educate about Generation X consistently rates as
the generation most favored for
leadership qualities. These two older
generations also consistently display
about human relationships. We relate
to our own generation best, and
generational their leadership ability, with most of a lack of confidence in Generation particularly when we’re just starting
that support coming from peers and Y’s leadership abilities, and it seems out in our careers, we prefer to be
differences, Generation Y. While Baby Boomers are Generation Y’s themselves agree managed by someone not too distant
looK for yet to provide their seal of approval
to Gen X leaders specifically, they are
with this assessment. Although
Generation Y’s rate themselves
in age from ourselves. Large age gaps
have the tendency to invoke feelings
natural just as likely as younger workers to higher than their older counterparts, of being misunderstood, but it’s true
connections believe that age has no bearing on
leadership ability.
fewer than one in ten feel their own
generation has displayed good
that there are significant differences
in attitude and work style across the
leadership qualities thus far. generations. So, to create strong
Generation X and Baby Boomers leaders, you need to give them a solid
are the most confident of their own Rather than taking these assessments grounding in what makes the different
leadership abilities and around half purely on face value, we should think generations tick.
rate their peers as having the best seriously about what this is saying
Generation X is singled out as the group with the strongest
leadership ability, but what is this really telling us?
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

4. 4 | seven lessons for good leaders
03
dissatisfaction Employees worldwide give their
managers only a marginal ‘pass’
nature of this assessment suggests that
people’s experiences of leadership
Generation Y employees consistently
rate the performance of their
is high—it’s mark for overall performance in the are generally average at best. If this is managers above those in older
the case, the prospects of employees generations, but even here the
time to do
way they lead their teams. Across
all regions, managers score just 6.4 learning strong leadership skills from difference is only small. There is only a
something out of a possible 10 points—well their managers are low and companies
need to consider how to teach and
single point’s difference between the
lowest rating and the highest—Gen Y’s
below the high-performance level
about it that many companies would hope promote the concept of leadership in the America’s are most satisfied
to be achieving. more directly. To put it simply, we need with their manager’s performance
to stop thinking strong leaders are (6.9 points), while Baby Boomers
It’s tempting to dismiss this as going to come out of environments and Gen X’ers in EMEA are the least
employees simply asking ‘too much’ with consistently poor leadership satisfied, awarding their managers just
of managers, yet the widespread examples to learn from. 5.9 points on average.
Employees are largely dissatisfied with the leadership
they experience—and older workers are more so.
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

5. 5 | seven lessons for good leaders
04
recognize and Less than half of employees (44%)
feel that their efforts at work are
The most common form of
recognition is simply that employees’
Recognition for achievement is
paramount to an engaged workforce.
reward what’s recognized and rewarded. This means skills are noticed by management. People do not necessarily look for
that they do not receive feedback, Across the regions, the ways that financial reward, but they do expect
worKing incentives or bonuses of any kind for employees reported being recognized exceptional efforts to be noticed. With
high performance. and rewarded was consistent, half of employees not receiving even
although slightly more people in the most basic recognition for a job
Across all generations, employees in EMEA are being rewarded for their well done, leaders need to rethink their
EMEA are less satisfied than those in efforts with bonuses and incentives role in motivating their teams.
other regions and the average positive than elsewhere.
response was just 38% compared with
APAC’s 50% and 49% in the Americas.
When things are working well, it’s easy to become complacent,
but employees notice when they’re not being ‘noticed’.
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

6. 6 | seven lessons for good leaders
05
prepare your One of the most telling results from
the survey is the way employees feel
Generation Y’s in the Americas feel
the most positive about their ability
because they are seen as having the
most to learn. In practice, this may be
people for about their boss’ ability to prepare to achieve future success. Half of ignoring the specific needs of older
employees for the future. In every employees in this group (49%) say workers. Ensuring adequate training
the future region and across all generations, their manager has prepared them and support is in place for older
employees feel that this is a task their well. The least positive group is Baby workers to keep pace with all kinds of
leaders are not living up to. Boomers in EMEA—just 29% feel they change, not just technological change,
are adequately prepared for the future is critical to keeping them engaged
Older workers are far more likely to and put this down to the efforts of their in the workplace—as critical talent
believe that their manager has failed to employer. shortages begin to really tighten,
prepare them for future success, and you’re going to need to hold on to
employees in the EMEA region are For younger workers, change is older workers longer, so this will be a
far less satisfied with the preparation often easier because it is expected, key challenge for leaders in the short
they’ve been given by their leaders and managers are focused on their to medium term.
than those in other regions. development and training needs
If employees are not well-prepared for future success,
how will your organization execute its strategy?
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

7. 7 | seven lessons for good leaders
06
rethinK your Many employees are unhappy
with the leadership culture of their
older generations, but the results
are remarkably consistent across all
work environment’ also accounted
for almost one in five negative
leadership organization, and this is a key factor in generations. Employees in EMEA assessments of a workplace to others.
not recommending their workplace to are more inclined to describe their
culture others—if you want to build a strong organization’s leadership culture as It’s important to consistently remind
employment brand, this is clearly inclusive than elsewhere, but very managers that poor leadership is
something that must be addressed. similar proportions of people in all still the number one complaint of
regions described their leadership employees. If leadership scores
Less than half of employees describe culture negatively. With less than are low and feedback for particular
the leadership culture of their half of employees feeling positive individuals or areas is poor, this will
organization positively. While 48% of about the leadership culture in their likely be the main reason for attrition.
employees feel that their leadership organization, it seems the way leaders Trying to avoid the obvious or hope
culture is empowering or inclusive, the engage with staff is failing to resonate. that dissatisfied employees will leave
rest feel it is authoritative, oppressive and be replaced by satisfied ones is
or are unsure how to describe it. Leadership and management issues burying one’s head in the sand. Good
topped the list of reasons why leadership must occur all the way
Generation Y appears to feel slightly employees would not recommend up the line—and that means making
more positive about the leadership their employer to others. The tough decisions when the evidence is
culture of their organization than more general response of a ‘poor there to do so.
A poor leadership culture is a key reason employees
will fail to recommend their employer to others.
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

8. 8 | seven lessons for good leaders
07
understand Despite the criticisms people have
of their leaders, more than half are
most say it is because of a positive
work environment, however, work
reason they would highly recommend
their employer to others.
what you’re ‘highly likely’ to recommend their environment becomes less important
Keeping Gen Y’s challenged and
current employer to friends and as workers age, yet the nature and
doing right acquaintances. There is a slight challenge of the work becomes interested is a given. Achieving this
decrease in this sentiment as workers significantly more important. For may not directly contribute to their
age, yet overall the difference is Generation Y’s, just 16% felt the nature overall satisfaction, but NOT doing it
relatively small. The biggest or challenge of the work they did was will certainly lead to dissatisfaction—
difference is seen in EMEA, where the main reason for recommending it’s an expectation rather than a
55% of Generation Y’s are highly their employer to others, yet almost ‘nice-to-have’. For older generations
likely to recommend their employer, one-quarter of Baby Boomers (23%) however, this is a differentiating factor
yet just 46% of Gen Xers and 44% said this was the main driver of of employers—to keep them in the
of Baby Boomers say they would recommendations. workplace for longer, employers will
do the same. need to think outside the square
Compensation was the lowest rated in keeping the nature of the work
When asked what drives employees issue for employees of all age groups, that their experienced staff conduct
to recommend their employer, with just 5% saying this was the main challenging and interesting.
It’s not all bad news for leaders, so figure out
how to capitalize on your strengths.
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

9. 9 | seven lessons for good leaders
conclusion If “management is doing things right and leadership is doing the right things”, what exactly are these ‘right things’? How
do we know when we’re doing them and when we’re not? The latest findings from the 2011 Kelly Global Workforce Index
show that leadership culture and practice is failing to fulfill employees’ needs and expectations—and for companies looking
to strengthen their employment brand, this is a clear opportunity. The way we learn to lead seems doomed if organizations
are simply leaving the process up to existing managers. With such consistent poor feedback from employees globally, it’s
time for organizations to take this issue to heart and find solutions.
the seven practices that employees themselves are asking leaders to change are:
1. Forget experience, focus on vision: find and develop people who can convey a strong sense of vision and direction
rather than promoting people based on age or experience.
2. Understand the generational differences & promote natural connections: the way the generations lead and respond are
different—no matter who’s leading who, this needs to be top of mind to avoid conflict.
3. When dissatisfaction is high, act: don’t sweep negative feedback under the carpet and wait for it to go away. If
leadership is contributing to attrition, it won’t change unless you address the leadership behaviors.
4. Recognize and reward what’s working: employees who are excelling don’t necessarily need large bonuses, but they do
need you to notice.
5. Prepare your people for the future: ensure ongoing training and development is appropriate right across people’s
career, regardless of age.
6. Rethink your leadership culture: lead by example and show you mean what you say.
7. Understand what you’re doing right: capitalize on your strengths and share these good practices broadly.
Strategic execution is dependent on your people, and without the right leadership, change will continue to be a burden
rather than an opportunity. Employees themselves offer the best insights into what’s working and what’s not, so ask them
and then be ready to act.
home 01 forget 02 educate 03 dissatisfaction 04 recognize 05 prepare 06 rethinK 07 understand conclusion get the
experience, about is high and reward your people your leadership what you’re full report
focus on vision differences what’s worKing for the future culture doing right

10. This ebook is extracted from Leading by Example. Why
Managers are Failing to Create Strong Employment Brands.
DoWNloAD youR
free coPy toDAy.
About the AuthoR
KRIStIN SuPANcIch is vice president and general manager of canadian
operations for Kelly Services. Kristin holds a bachelor’s degree in communications
from the university of california-San Diego.
About the Kelly GlobAl WoRKFoRce INDex™
the Kelly Global Workforce Index is an annual survey revealing opinions about work and the
workplace from a generational viewpoint. Approximately 97,000 people from the Americas, APAc
and eMeA responded to the 2011 survey with results published on a quarterly basis. Kelly Services
was the recipient of a Marcom Platinum Award in 2010 and a Gold Award in 2009 for the Kelly
Global Workforce Index in the Research/Study category.
About Kelly
Kelly Services, Inc. (NASDAQ: KelyA, Kelyb) is a leader in providing workforce solutions.
Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class
staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients around the globe,
Kelly provides employment to more than 530,000 employees annually. Revenue in 2010 was
$5 billion. Visit www.kellyservices.com and connect with us on Facebook, linkedIn, & twitter.
exit