HRTech Interview with Marie Unger- CEO of Emergenetics International

Hello Marie, welcome to HRTech Cube! Can you share your professional journey and what led you to become the CEO of Emergenetics International?
I started my career in education and became a school principal before the age of 30. While working in Colorado’s third-largest school district, I had the opportunity to use Emergenetics with both staff and students to build skills in collaboration, questioning, problem-solving, and critical thinking.  About 11 years ago, our Founder invited me to expand our company’s reach, and I jumped at the chance. After serving as company president for two years, I was promoted to CEO in the summer of 2020.

Why do you think so many new managers are set up to fail, and what are the hidden costs of putting untrained managers in leadership positions?
New managers are often excellent individual contributors who are rewarded for their high performance with the additional responsibility of leading others. When you don’t set them up for success, it’s not much of a reward. It’s risky and costly to presume that just because someone is great at their job, they will be a natural or skilled leader.

New manager training should be the bare minimum investment organizations make when assigning someone the responsibility of guiding others. Without proper development, the results can be disastrous for the manager, their direct reports, and ultimately, the company. There are many hidden costs that arise, including heightened stress, decreased engagement, lowered productivity, diminished morale, poor performance, and increased turnover.

How does the lack of management training impact key business areas like company performance, employee retention, and the bottom line?
When managers aren’t properly trained, several things can go wrong. From poor communication to missed safety measures, the missteps can be quite costly, depending on the industry a company is in. One of the more obvious impacts a company may experience is increased turnover. The estimated average cost of replacing an employee is between 1.5 and 2 times their annual salary, so the costs can add up quickly. There are also reputational risks, which can affect your ability to hire staff, acquire new customers as well as retain existing ones. In highly regulated industries, ill-equipped managers may create compliance or legal issues, which can have significant financial implications. A lack of training will almost always lead to increased business expenses in the long term, which undoubtedly impacts the bottom line.

With the current wave of corporate layoffs, how are untrained managers affected, and what challenges do they face in managing increased workloads for remaining employees?
While increased workloads are a challenge, I believe the emotional toll of workforce reductions impacts managers the most. If a supervisor has not received any training in emotional intelligence, navigating a layoff will be exceptionally difficult. Managers are often put in a position to make tough decisions that can negatively affect others, leading to heightened stress or feelings of guilt. Employee morale is always affected when layoffs occur, as team members are likely to experience fear, anxiety, and uncertainty about their own futures. If a team leader isn’t trained in resilience, clear communication, and empathy, their challenges can be quite significant.

The Dell case study showed a 23% drop in employee satisfaction following return-to-office mandates. How do such situations highlight the importance of skilled management?
One of the most important skills managers and leaders can develop is a concept from Japanese culture: learning to read the air. This means you can understand a situation without words or intuitively sense the feelings of others. A 23% drop in employee satisfaction tells me that leaders in that company failed to understand their workforce’s needs. Skilled managers take time to evaluate situations holistically to anticipate the potential ripple effect of their decisions.

How can companies use management training as a competitive advantage to improve talent retention and employee satisfaction?
Today’s employees, especially younger generations, want to know there is a clear, progressive path in front of them. While not all employees want to become managers, those interested in taking on leadership roles will look for companies that create related opportunities. Promoting management training as part of employer branding initiatives can attract for highly motivated candidates internally and externally.

What steps can organizations take to ensure they are providing adequate training for first-time managers to set them up for success?
An important first step is developing self-awareness. First-time managers should understand their inherent tendencies so they can uncover their brilliance and potential blind spots. Once a leader has a strong sense of self, they can identify if their direct reports are like or different from them. Realizing that your team is cognitively diverse is a powerful moment for any manager. The goal for any leader should be to find ways to honor each person’s distinct needs, which is a great stepping stone to building a psychologically safe, productive team environment.

How can management training help businesses navigate challenging times, such as economic downturns or organizational restructuring?
Managers must be trained to build their technical know-how and develop core soft skills. A well-rounded management training program will feature capacity building in all areas. Managers who are skilled in their jobs and know how to work well with others are likely to achieve results and be resilient. Resilience is at the core of successfully navigating and overcoming challenges. I don’t know of any organization that hasn’t faced obstacles, so it’s imperative for companies to prepare their leaders for the inevitable.

What personal strategies have you found effective in developing strong leadership skills and guiding teams through change?
I am committed to lifelong learning. My willingness to learn, unlearn, and relearn has helped shape my leadership style and capabilities. Having an open mind, especially in times of change, has been essential to my success. Another commitment I keep is to presume positive intent. When I give every person, every situation, or every circumstance the benefit of the doubt, I create the highest potential for the best possible outcome.

What final thoughts would you like to share about the importance of investing in management training and its long-term benefits for organizations?
Investing in management training is a strategic business decision. Setting managers, especially those new to leadership responsibilities, up for success will generate an abundance of benefits over the long run for the individual, their team, and the company. Managers will develop new capabilities, increase their confidence, and become more engaged in their work. The team will gain a supervisor who can coach and empower them to meet objectives and navigate challenges. Meanwhile, the company will achieve improved performance and productivity, reduce HR expenditures related to turnover, and develop a talent pipeline that supports succession planning and business growth.