Oh my God, what a life! If it's true that managers in the UK work long hours (either because they have to do the work of those who have been fired on top of their own work, or simply because they are expected to be in the office) then we are close to the end of a dead-end road!
Whatever changes those 5,000 managers questioned by Worrall and Cooper have been confronted with in the last few years, their responses are disappointing. It's hard to believe that you will be able to build a better future with people who in the majority appear to believe that morale, loyalty, motivation and job security have been reduced. How can those managers lead others? How can they inspire, enthuse and motivate their subordinates and peers? How can they act as "change agents"?
I have no reason to question the findings but I still have my doubts as to whether this is really the true state of British management. Something fundamental must have gone wrong because in my experience at least working in the rest of Europe the situation is not half as critical as it is presented in the UK. If similar results were observed in other countries perhaps I would be surprised!
In business you mostly get what you deserve: miracles seldom happen. If you do not work on the 'soft factors' in good times you are in trouble when you have to change something in tough times.
Real, fundamental change is initiated by people at all levels changing themselves. It starts with mindset and is followed by processes, systems and structures. The fertile soil for their development is trust, commitment, reliability, integrity and balanced communication. Only this kind of change is sustainable.
For a limited amount of time you can force and threaten people and …