"Managers often hold disproportionate power over career mobility. Research shows they can become the gatekeepers who decide who advances and who stalls. Gallup finds managers account for up to 70% of the variance in engagement, and half of employees say they left a job to escape their manager. Add to that the fact that companies fail to pick the right person for the job 82% of the time, and it's clear why bad bosses cost organizations billions in lost productivity, stalled growth, and attrition."
"Take Tiffany, a senior director at a global consumer goods company. After years of strong performance, she was eager to step into a vice president role. Her track record spoke for itself: She built high-performing teams, led revenue-driving initiatives, and earned praise across the organization. Yet, every time a new opportunity surfaced, her boss deflected it. "We still need you here. Let's revisit this next year." Tiffany realized she had to look beyond her immediate manager to advance."
Managers exert outsized influence on career mobility and can act as gatekeepers who determine who advances. Measured effects include managers explaining up to 70% of engagement variance and half of employees leaving to escape a manager. Companies also frequently select the wrong person for roles, contributing to lost productivity, stalled growth, and attrition. High performers can be blocked despite strong records, as exemplified by a senior director repeatedly denied promotion by her boss. Six practical strategies can shift the dynamic: make oneself replaceable through succession, expand influence beyond a manager, cultivate sponsors, increase visibility, and consider internal or external moves.
Read at Fast Company
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