Highlights – 2 October

The recent change in government is beginning to spark changes in the workplace too. Take the Labour administration’s announcement that it’s “rebalancing funding in our training system back to young people”. While we fully support the headline intent, a more detailed reading shows it also means cutting funding for Level 7 apprenticeships. According to Ann Francke OBE, CMI’s chief executive, the move will have “unintended consequences” for people looking to improve their management and leadership skills, as well as for the UK’s productivity.

Yet while change can be disruptive, it’s also the only constant (at least according to Heraclitus, the Greek philosopher). Upheaval at work can mean managers end up having to handle some unpleasant discussions, but this is an ever-green concern. We published an article sharing the best strategies for challenging workplace conversations back in 2015 – and that research is still being referenced today.  

Poles apart?

One major change in the past decade is how polarised discourse has become. People’s viewpoints seem to be increasingly black-and-white, with very little room for nuance. This presents a challenge for managers, and this week’s newsletter offers a glimpse at a new book on leading in a polarised world, with author Karthik Ramanna sharing his tips. 

One contemporary narrative of division hinges on age. According to the authors of another fascinating new book, Five Generations at Work: How we win together, for good, the key to a harmonious multi-generational workplace is to focus not on division, but on the things that unite us – like the organisation’s purpose and the challenges it faces. That means paying heed to the talents and ideas of everybody there. 

This week’s newsletter also features a look at how younger managers can communicate better with older employees. Be prepared to leave your comfort zone.

Quality in demand 

On the subject of great communication, our Taking Responsibility: Why UK plc needs better managers report is still reaching receptive minds. Data from the research was cited last week in an article on what makes an effective boss and why we need more of them.

Speaking of which, the National Health Executive has referenced our Management Mission report in discussing the role better management has to play in reforming the NHS. The article also referenced previous research from CMI and the Social Market Foundation, a cross-party think tank, which showed just how many NHS employees feel its management and leadership is “ineffective”.

As to whether that improves under the new government, time will tell. Change is indeed a constant. But the need for quality management isn’t going anywhere either. 

Best,
Ian

Image: Shutterstock / Andrzej Rostek