The ripple effect

The way line managers communicate with their teams will become more important than ever        

It is a truth universally acknowledged that an organisation in possession of engaged employees must be able to outperform its competition. Universally acknowledged it maybe, but not often achieved. Regardless of whether it is pride, or prejudice, many managers seem incapable of engaging their people sufficiently so that they are prepared to go the extra mile in pursuit of the goals of the organisation. Without engagement, no organisation can hope to align the efforts of its people to the goals it has set itself.  Without alignment, there is far less hope of successful execution of strategy. In the context of changing organisational process, structures and cultures this desire to go the extra mile is a crucial delineator of success. Management by its nature, from Chief Executive downwards, is confronted with a series of dilemmas, and when faced by a dilemma, you have to make a choice.    The right choice requires good data, critical analysis, an understanding of goals and strategy and an appreciation of the wider implications for the reputation of the organisation. Disengaged people are far less likely to make the right choices and ultimately are far more likely to make the wrong choices which could, at the very worst, so badly damage reputation that it may never recover. This is a risk that no modern organisation, voluntary, public or private sector, can ignore.

Christopher Bones

Christopher Bones was appointed dean of the Henley Business School, UK, following the merger between Henley Management College and the University of Reading in August 2008. Prior to this, he was the principal of Henley Management College from January 2005. Bones was previously group organisation effectiveness and development director for Cadbury Schweppes, which he joined in 1999.