It is managers who turn potenal into performance by role modelling, guiding and stretching the team. As part of our ongoing Growth Drivers research, we conducted quantave 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 Pracces for Managers'. Visit our website www.brandlearning.com 01 Findings from our most recent Growth Drivers research Where is effecve modelling at all levels of the organisaon? Only 40% of people say their manager regularly paints an effecve 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 influenal 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 supporng 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? 02 GUIDING Guiding is the Growth Manger pracce 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 creave soluons to fill their gaps Less than a third of managers regularly help improve thinking through effecve ‘in the moment’ feedback & quesons Understanding Movaons & Strengths Guiding starts with understanding the personal movaons of individuals in your team Designing purpose into the working paern What changes in the paern of meeng and collaboraons could you insgate to move you closer towards your purpose? Increasing the frequency and quality of feedback Increase the frequency and quality of the feedback people receive and you’ll see a big improvement in performance Using guiding quesons Asking quesons that focus the team on how they are working, quesons that draw aenon to the right behaviors 03 The 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 & reflecon 24% of people strongly feel their manager regularly proposes taking different roles in teamwork to capture new perspecves STRETCHING Stretching, failing and stretching again is the way that the brain grows and forms new connecons. 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 autopilot Challenging our assumpons. Change your assumpons, you change your perspecve Window opening Searching out and promong further role models and diversity thinkers on specific topics Increasing empowerment Selecng the right type of opportunity to either close a gap or go to the next level Systemac reflecon Encouraging the team to slow down and leverage the power of reflecon to reveal what maers 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 maers WHAT’s important to master HOW we work 31% 38% 28% Calling it out 24%