‘Lack of recognition’ stifles career progress

24 November 2006 – According to research carried out by the Chartered Management Institute, managers are highly motivated, but believe the impact they have on business performance goes un-noticed.  Data collected over a two-year period* shows that managers blame this lack of recognition for stalling career progression.

The findings show that 1 in 5 managers are motivated by the prospect of recognition from their employer.  Some are also driven by the status they hold amongst colleagues (11 per cent) and competing with others in the sector (9 per cent).

However, the same managers imply that their efforts go unseen, citing ‘old boys networks’ (23 per cent) and flat organisational structures (37 per cent) as key reasons for career stagnation.  With nearly half of those aged under 40 (48 per cent) seeking ‘personal growth and development opportunities’, it is no surprise that one-third of organisations admit to losing staff because they offer limited career and promotion opportunities. 

But managers are not content to sit back and bemoan their situation.  It is clear from the research that they want to demonstrate their ability to make an impact at work, with many suggesting they are driven to perform by a determination to achieve goals (53 per cent) and helping others grow (31 per cent).  As a result of regular organisational change over the past 12 months, 20 per cent also expressed a desire to demonstrate impact by ‘challenging existing business models’.

Responding to these aspirations for recognition, the Chartered Management Institute is offering free access to a new online diagnostic tool that identifies individual leadership and change management skills.  Connected to the Institute’s Chartered Manager programme, which recognises individual impact in the workplace, it has been designed to identify strengths and reveal where skills development is needed.  Taking about 15 minutes to complete, the free tool is available at http://cmgrdiagnostic.managers.org.uk.

Individuals who use the tool can use it as a guide towards future professional development needs and as a route towards achieving ‘Chartered Manager’ status. 

Jo Causon, director, marketing and corporate affairs, at the Chartered Management Institute, says: “The diagnostic tool and Chartered Manager programme highlight the importance of developing leadership and management skills.  It provides independent endorsement of effectiveness and complements other professional qualifications.”

The Chartered Management Institute launched the ‘Chartered Manager’ programme in September 2003 in response to research suggesting 36 per cent of employers claim their managers are not proficient**.

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Further information:

Mike Petrook /Julia Brook, Institute Press Office

Tel: 020 7497 0496; outside office hours: 07931 302 877

Email:press.office@managers.org.uk

Website: www.managers.org.uk

NOTES TO EDITORS

* Research projects include ‘Inspired Leadership’ (2004), ‘Business Energy’ (2004), ‘Motivation Matters’ (2005) and the National Management Salary Survey (2006)

** Figures from the Council for Excellence in Management and Leadership report entitled “Managers and leaders: raising our game” (2002)

As the champion of management, the Chartered Management Institute shapes and supports the managers of tomorrow, helping them deliver results in a dynamic world. The Institute helps set and raise standards in management, encouraging development to improve performance. Moreover, with in-depth research and regular policy surveys of its 71,000 individual members and 450 corporate members, the Institute has a deep understanding of the key issues.  The Chartered Management Institute came into being on 1 April 2002, as a result of the Institute of Management being granted a Royal Charter.

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