Why Do We Undervalue Competent Management, by Jonathan H. Westover PhD

Abstract: This article examines why competent management is often undervalued within organizations despite its crucial role in driving operations, projects, culture and business results. Through analyzing relevant literature, key reasons for this undervaluation are explored, including perceptions of management as an "expected" task rather than accomplishment, difficulty quantifying management impact, cultural biases favoring technical skills, and lack of formal management development programs. Recommendations are then provided for building a culture where management excellence is properly recognized, such as defining clear competencies, offering training and career pathing, highlighting management as specialized expertise, and incentivizing people manager performance. The brief aims to bring greater awareness and solutions to more accurately valuing the drivers of organizational success.

Episode Transcript

(00:00):
Why Do We Undervalue Competent Management?

Abstract (00:03):
This article examines why competent management is often undervalued within organizations despite its crucial role in driving operations,
projects,culture and business results.
Through analyzing relevant literature,key reasons for this undervaluation are explored,
including perceptions of management as an "expected" task rather than accomplishment,

(00:27):
difficulty quantifying management impact,cultural biases favoring technical skills,
and lack of formal management development programs.
Recommendations are then provided for building a culture where management excellence is properly recognized,
such as defining clear competencies,offering training and career pathing,

(00:49):
highlighting management as specialized expertise,and incentivizing people manager performance.
The brief aims to bring greater awareness and solutions to more accurately valuing the drivers of organizational success.
As management consultants and organizational leaders,
we have all witnessed it - competent managers who are consistently underappreciated and undervalued within their organizations.

(01:15):
These managers work tirelessly behind the scenes to keep operations running smoothly,
projects on track,and team members motivated and productive.
Yet they rarely receive the acknowledgment,recognition or compensation that their skill and contributions truly deserve.
Why is competent management so often taken for granted?

(01:37):
Today we will explore several key reasons why competent management tends to be undervalued,
as well as practical recommendations for building a culture where management excellence is properly recognized.
Competent Management is Often Seen as an "Expected" Role Research shows a common perception of management roles is that being competent and effective is the minimum expected standard,

(02:01):
rather than a commendable achievement.
As Grote (2002) found in a meta-analysis of managerial competence frameworks,
"competence is often viewed as a hygiene factor—something that must be present to avoid dissatisfaction,
but which in itself does not lead to high motivation or satisfaction" (p.

(02:23):
2).
Similarly,Ramly and colleagues (2020) discovered managers are more likely to gain recognition for exceeding expectations through innovative or transformational leadership,
rather than solid,dependable performance of core management duties.
This perception issue manifests within organizations when competent managers fulfill crucial roles with steady,

(02:48):
unspectacular results.
Their work goes smoothly and problems are preempted,
so successes feel "expected" rather than noteworthy.
Meanwhile, the impression is that truly great managers would drive more ambitious changes or growth.
In reality,day-to-day management competence is what keeps the wheels turning and enables bolder strategies to take root.

(03:12):
Competent managers deserve as much acknowledgment as their flashier counterparts.
The Visible Impact of Management is Difficult to Quantify Compounding the perception issue is that the tangible impacts of strong management are challenging to directly attribute and measure.
As Yukl (2012) articulated,"managerial work involves vague and ambiguous goals,

(03:36):
intangible outcomes that are difficult to define and measure objectively,
and shared responsibility for outcomes with others throughout the organization" (p.
15).
Management outcomes are the result of numerous interdependent factors that make isolating one manager's individual influence nearly impossible.

(03:57):
Without easily quantifiable metrics,it is difficult for organizations and leadership teams to definitively link competent management to bottom-line outcomes.
However,any consultant can attest to the ramifications of poor management—decreased productivity,
low morale,high turnover.
My own experiences working with a manufacturing company and a national non-profit illuminated how competent new managers reinvigorated their teams and led to marked increases in output,

(04:27):
customer satisfaction and organizational health.
The impacts are real even if the direct lines of causation remain fuzzy.
Organizations must find meaningful ways to evaluate and showcase management's true worth.
Cultural Biases Favor Specialized Technical Expertise Organizational cultures also tend to place disproportionate value on technical or specialty skills over general management abilities.

(04:54):
As Schein (2017) theorized,"the dominant coalition in an organization will value most what it understands best technically" (p.
17).
Technical jobs allow people to showcase their knowledge and problem-solving directly,
while the value of management output is more ambiguous.

(05:15):
This cultural bias is evidenced in how roles are defined and compensated across industries.
In consulting,billable hours and new client acquisition have traditionally earned higher regard than back-office operations excellence.
Among technology companies,product developers often hold more prestige than program or project managers.

(05:37):
Even in healthcare,clinicians have higher status than practice administrators who coordinate the business of care.
While technical skills remain important,an overemphasis damages recognition of management as a specialized expertise in its own right.
Competencies like strategic planning,communication,
change management and talent development are no easier to develop and require dedicated training.

(06:03):
Organizations must highlight management as a career path deserving of equal merit.
Lack of Intentional Management Development Programs Most damaging of all is that many organizations fail to intentionally develop and promote their managers through formal training,
mentoring initiatives or succession planning.
Without structured programs,management capabilities are left to chance rather than fostered intentionally.

(06:30):
Research finds management development yields strong returns - a meta-analysis by Carter and Greer (2013) linked training efforts to improved leadership skills as well as higher productivity,
lower absenteeism,and reduced costs.
However,the majority of organizations still do not view management development as a strategic priority (Toegel & Conger,

(06:54):
2003).
Managers are expected to grow into their roles organically with minimal guidance or career pathing.
From my consulting work building management training programs,
I have seen firsthand how powerful intentional development can be.
One financial services company saw turnover drop by 30% after launching a cohort-based program where emerging managers gained skills,

(07:22):
networks and clarity around career trajectories.
Competence must be cultivated through long-term investment if we truly want to value it.
Recommendations for Building a Culture of Management Excellence There are both perceptual and practical reasons why competent management remains misunderstood and undervalued.
But with concerted effort,organizations can shift towards acknowledging management as the cornerstone work it is.

Some recommendations include (07:48):
Define clear management competencies and evaluate success based on achievement of objectives.
Move beyond fuzzy metrics to establish tangible management standards and accountabilities.
Develop customized orientation and onboarding for all new people managers.

(08:08):
Ensure newly minted managers understand expectations and feel supported from the outset.
Provide ongoing training in core and emerging management competencies.
Technical skills become obsolete, but strong management abilities endure.
Create flexibility for continual learning.
Highlight management roles as specialized expertise through culture and communications.

(08:34):
Feature stories of managers solving problems and leading teams to success.
Develop transparent career pathing and succession planning for people managers.
Invest in internal talent and provide clarity around advancement opportunities.
Conduct stay interviews to understand retention factors for current managers.

(08:55):
Actively solicit feedback to ensure managers feel sufficiently motivated and compensated.
Link a portion of overall organizational or division-level bonuses to people manager performance reviews and retention rates.
Incentivize prioritizing management excellence.
With commitment to developing and championing management talent,

(09:18):
organizations can start truly appreciating the drivers of their daily operations and long-term success.
Competent managers deserve recognition as valuable assets,
not hidden figures simply keeping the wheels turning behind the scenes.
Intentional focus on management will pay dividends in engagement,

(09:39):
productivity and organizational health for years to come.