Inside the Data: Managers

Inside the Data: Managers
Summary insights from 15,500 managers surveyed in 2025, revealing critical gaps in management capability and practical solutions for organisational success.
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Three Key Statistics
One: Understanding Strategy
Only 42% of managers understand their organisation's strategy
Strategy often poorly communicated
Leadership teams spend more time discussing strategy than frontline managers
Creates significant gaps in execution
This fundamental disconnect between senior leadership and frontline managers represents one of the most critical challenges facing organisations today. When nearly six out of ten managers cannot articulate their company's strategic direction, the ripple effects cascade through every level of the organisation.
Create simple, frequent, peer-to-peer conversations about strategy. Equip managers with the tools to translate strategy into team-level action.
Two: Managers as Drivers of Change
The Change Leadership Gap
Just 52% of managers see themselves as active drivers of change. This statistic reveals a profound disconnect in how organisations approach transformation initiatives.
When half of managers feel disconnected or overlooked in transformation efforts, the implications are severe. Poor-quality one-to-ones and lack of engagement fundamentally undermine ownership of change across the organisation.
"Half of managers don't identify as change agents - this represents a massive untapped resource for organisational transformation."
01
Build Manager Confidence
Develop capabilities in leading change initiatives at the team level
02
Investigate Disconnection
Understand why managers don't identify as change agents
03
Empower Strategy Ownership
Aim for 100% of managers feeling empowered to drive strategy
Three: The Fear of Feedback
Many managers fear giving feedback, especially about behaviour. This fear creates a cascade of negative consequences that ripple through organisational culture and individual performance.
The Fear Factor
Fear prevents critical conversations that shape culture and performance, creating missed opportunities for growth and development.
Unsafe Environments
When managers avoid difficult conversations, it creates psychologically unsafe workplaces where issues fester and performance suffers.
Breaking Through the Barrier
The solution requires a two-pronged approach: comprehensive training in difficult conversations and fostering a "safe workplace" culture that removes fear and encourages openness.
Key Action: Train managers in difficult conversations and foster a culture that removes fear whilst encouraging openness and honest dialogue.
Five Headlines from the Data
Diving deeper into the research reveals five critical insights that challenge conventional wisdom about management and employee engagement.
1
Culture Beats Pay
The surprising truth about what really drives retention
2
Recruitment Experiences
Why first impressions matter more than ever
3
Burnout Crisis
The alarming reality of manager wellbeing
4
Flexibility Reality Check
Why flexible working is no longer a differentiator
5
Development Impact
The most cost-effective retention strategy
One: Culture Beats Pay
The Cultural Imperative
38% of managers say culture matters more than pay for retention. This statistic fundamentally challenges traditional approaches to employee retention.
People will leave well-paying jobs if culture is toxic. Culture is highly subjective and often defined by local managers, making it both powerful and fragile.
"Culture is highly subjective and often defined by local managers - making them the true stewards of organisational culture."
Test Cultural Reality
Senior leaders must regularly assess the actual cultural experience
Encourage Dialogue
Foster open conversations about "how it feels around here"
Two: Recruitment: Lukewarm Experiences
Only 44% of managers are satisfied with their recruitment experience. This represents a critical failure in the first touchpoint between organisations and their future leaders.
1
Poor First Impressions
Candidate experiences damage long-term engagement from day one
2
Mismatched Expectations
Many leave within 90 days due to unrealistic promises during recruitment
3
Systemic Disconnect
Internal teams and external recruiters often work at cross-purposes
The Solution Framework
Organisations must align internal teams and external recruiters whilst treating recruitment as the first step of employee experience, not merely a hiring process.
Critical Insight: Poor candidate experiences create long-term engagement issues that persist well beyond the initial hiring decision.
Three: Burnt Out or Want Out
50%
Manager Burnout
Report feeling burnt out or considering leaving their roles
The Burnout Crisis
Around half of managers report feeling burnt out or considering leaving. This represents a crisis of leadership sustainability that threatens organisational stability.
Workload Pressures
Excessive demands without adequate support systems
Career Development
Lack of clear progression paths and growth opportunities
Economic Stress
Financial pressures compounding workplace challenges
The solution isn't simply about budgets - it's about focusing on quality of one-to-one conversations and supporting managers in workload prioritisation and resilience building.
Four: Flexible Isn't a Flex
The Flexibility Reality
0% of managers see flexibility as a differentiator. This stark statistic reveals how dramatically the employment landscape has shifted.
Flexibility is now table stakes, not a benefit. What was once a competitive advantage has become a basic expectation.
"Flexibility is now table stakes, not a benefit - organisations must reassess what truly adds value to employees today."
01
Reassess Value Propositions
Leaders must determine what truly adds value to employees in the current landscape
02
Avoid Echo Chambers
Challenge assumptions with regular reality checks and employee feedback
03
Redefine Differentiation
Identify new ways to stand out in a competitive talent market
Five: Development = Retention
Organisations with little or no budget can still create a strong sense of development. This insight challenges the assumption that effective development requires significant financial investment.
Meaningful Conversations
Development is fundamentally about quality dialogue and growth opportunities
Growth Opportunities
Creating pathways for advancement that don't require large budgets
Internal Best Practice
Showcasing and learning from homegrown role models
Blended Approach
Combining external expertise with internal talent development
Key Insight: Development is about meaningful conversations and growth opportunities, not money. The most effective retention strategies often cost the least.
Key Takeaways
Strategy Communication
Most managers don't understand organisational strategy - fix communication gaps through peer-to-peer conversations
Change Empowerment
Only half of managers see themselves as drivers - build empowerment and ownership at every level
Feedback Safety
Fear is real and damaging - create psychological safety and train for tough conversations
These three foundational issues represent the core challenges that organisations must address to unlock the full potential of their management capability. Each requires sustained attention and systematic intervention.
The Complete Picture
Culture Beats Pay
Make managers the stewards of local culture - they define the day-to-day experience more than senior leadership
Recruitment Impact
Poor candidate experience damages retention from day one - treat hiring as the first employee experience touchpoint
Burnout Crisis
Half of managers want out - support and grow them better through quality conversations and workload management
Flexibility Reality
No longer a perk - rethink your value proposition and avoid assumptions about what employees truly value
Development Power
The cheapest, most effective retention tool - focus on meaningful conversations and growth opportunities
These insights collectively paint a picture of management in transition, where traditional approaches must evolve to meet contemporary challenges and expectations.
Closing Notes
The Path Forward
WCM data highlights systemic issues managers face worldwide. The research, drawn from 15,500 managers across 50+ countries, reveals consistent patterns that transcend geographical and cultural boundaries.
Senior leaders and HR must move beyond theory and address the real needs of managers. This requires a fundamental shift from assumption-based decision making to evidence-driven action.
"The data doesn't lie - managers worldwide face remarkably similar challenges that require practical, evidence-based solutions."
1
Acknowledge Reality
Accept that current approaches aren't working for half of managers
2
Implement Solutions
Move from insight to action with practical, evidence-based interventions
3
Measure Progress
Track improvements in manager capability and engagement over time
What's Next
Upcoming Livestream
Join us for our next livestream featuring Lorenzo Chan, CEO of Pioneer Insurance, the largest insurer in the Philippines.
Lorenzo will share insights from leading one of Southeast Asia's most successful insurance companies, discussing how data-driven management approaches have transformed their organisation and delivered exceptional results in a competitive market.
Save the Date
Details for the next Inside the Data livestream will be announced soon
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