Head of department’s worst nightmare

July 17, 2019


Head of department is an intermediate link between employees and the top management of a company. Department’s heads are supposed to possess the indispensable savvy to navigate among various personal interests while building up a team and delivering results. This merits recognition and admiration. Yet, on a daily basis, many department’s heads feel helpless and abandoned, challenged by high expectations of the top management, subordinates and often their own families. High levels of stress among heads of departments come as no surprise.



Department’s heads daily routine


Daily work of a department’s head is full of diverse tasks, ranging from practical errands and functional issues to organizational matters and psychological tip-offs. It has been assumed that a department’s head has no more than 48 seconds for any given task. At the same time, managers of this level spend closer to 90% of their working time in communication, interactions and information exchanges with their subordinates. 



Cardinal problems faced by department’s heads


The time spent by department’s heads in interactions emphasizes the importance of social skills and the ability to withstand time pressure. While many managers are the top specialists in their professional area, they often lack the essential skills to become team leaders and performance managers. In one of its surveys, the world-known management consulting company Gallup (2015) revealed that managers account for up to 70% of the variance in employees’ engagement. Employees who are supervised by highly engaged managers are 59% more likely to be engaged than those supervised by actively disengaged managers. In the latter case, the entire company faces serious consequences as only between 10% and 15% of its employees are engaged. Subsequently, such a company faces a cycle of demotivation among employees, layoffs or quitting, financial cost of new employees’ training and potential efficiency decline.



Ways out


While department’s heads are aware of this downfall cycle, many of them struggle to find a way out. As a result, stress related to professional and personal difficulties continues to mount, reaching dangerous proportions. Yet, a way out is a simple one, really. Once department’s heads learn more about leadership skills, conflict resolution skills, team effectiveness and performance enhancement, they will be able to successfully combine such skills with their professional expertise, improving general engagement, motivation and efficiency within a company.  



No time? 


A face to face coaching designed for your needs is the fastest and most efficient way to move forward. You may think it takes ages. What if we could empower and upskill you within only eight hours? 

Our efficient training allows to identify your blind spots, self reflect, find solutions and modify your actions within this time. And you can choose us to come to your office so that you can integrate the training in your ride schedule and use it as a one eight hours session or four 2 hours sessions. 



Our programs 


With the help of professional coaching, mentoring and training, department’s heads can learn a lot about various communication and psychological types of their employees and master leadership and conflict resolution skills, those essential qualities for a manager of any level. 


If you or your colleagues would like to boost employees engagement and motivation or want to feel more empowered and communicate more efficiently and clearly with the team, here at Gross Development we run a number of private sessions and group seminars and will be happy to share with you our knowledge and experience.



Sharing is caring 


Do these challenges sound familiar? Would you like to share your own experience on how you overcome these? What worked best for you? We are keen to hear your stories!


“All the world’s a stage,

And all the men and women merely players…”

(W. Shakespeare, As You Like It)


We believe that each and every one of us is not only a leading actor but first and foremost a writer of our own destiny. Overwhelmed by life events, we may unintentionally forget that we are the sole playwrights of our own lives. We may even unwittingly drop or lose the thread of our unfolding life story. Then, we start questioning ourselves and let others do the writing for us. Doesn’t this happen to all of us occasionally? The best thing we can do is to resume the leadership as soon as we can: only we should write the play of our life! 

With the renewed confidence and new skills, we design new perspectives. Coaching and training are the best instruments we use to achieve this goal.

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