WORKPLACE CONVERSATIONS 13: People Leave Managers, Not Jobs: The Manager Capability Question

The National Bureau of Statistics Labour Force Survey (Q1 2024) shows that over 80 percent of employed Nigerians operate in self-employment, with over 10 percent classified as time-related under-employed. This pattern reflects a labour market where structure, supervision, and developmental pathways are limited.

The National Bureau of Statistics Consumer Price Index (December 2025) reports headline inflation at 15.15 percent and average food inflation at 22 percent, shaping the economic experience of work across households.

Global evidence complements this reality. The Microsoft Work Trend Index (2024) reports high fragmentation of the workday, with significant portions of time consumed by coordination activity rather than focused execution. The International Labour Organization (2023) links sustained workload pressure to declining work quality and elevated psychosocial risk.

Within these conditions, the managerial role carries defined responsibilities:

• translation of strategy into executable priorities
• allocation of work and time
• development of capability
• communication of expectations and performance standards

The effectiveness of these responsibilities determines how work is experienced and how value is created.

This establishes the focus for this edition: People Leave Managers, Not Jobs: The Manager Capability Question