How the Wrong People Get Promoted

Have you ever quit a job just to get away from a bad boss? If you have, it turns out you’re in sizable company. According to a April 2015 Gallup study, one in two U.S. workers have at some point in their career felt compelled to make that same difficult choice.

That the business world may be filled with managers who unwittingly drive their people away is at the heart of Gallup’s 50-plus page report "State Of The American Manager: Analytics And Advice For Leaders." What the research reveals is that organizations consistently choose the wrong people for management roles, and pay dearly for it through poor engagement and costly turnover—and the inevitable decline in overall performance.

But Gallup also discovered what distinguishes the very best managers—new and truly groundbreaking insight into the talents, motivations, and practices of bosses who make workers want to stay.

Here are five of the most significant findings of the report:

1. The Majority Of Managers Are Wrong For Their Roles

Perhaps the most important—and disruptive—conclusion from the study is that too many companies have a flawed methodology for selecting people into management.
How? They base hiring and promotion decisions on an employee’s past experience, and then reward them by giving them an entirely different role.
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