Do You Need to Improve New Manager Training?
It is not easy to find an organization that does not want to improve new manager training. Why are so many leaders disappointed in the impact of their new manager training?
Managers are Being Asked to do More
To increase productivity and speed up decision making, most companies have flattened their organizational structure giving their managers wider responsibility over more employees.
Management Practices Matter
According to a recent Harvard Business Review Study and research by McKinsey, the most enduringly successful companies, those delivering a 10-fold return to investors over a ten year period, excel at management practices.
Spending on Management Development Remains High
According to Deloitte, the number one area of training spending (35%) is management and leadership.
Manager Performance is Not Meeting Expectations
Senior executives and nonexecutive managers are unhappy with the performance of their companies’ frontline managers. According to McKinsey, nearly 70% of senior executives are only “somewhat” or “not at all satisfied” with the performance of their companies’ frontline managers. And a stunning 81% of frontline managers are not satisfied with their own performance.
What’s Wrong with the Training That Is Supposed to Get New Managers Ready to Manage?
Effective new manager training has to deliver far more than what can be learned by spending a day or two in a classroom. It requires commitment, planning, customization and follow-through.
Four Steps to Improve New Manager Training
Here is the advice we give our clients who are determined that their new manager training will have a significant and lasting impact on their business.
Begin with a clear and compelling corporate strategy. What are you trying to accomplish in the next one-to-three years and where do managers fit into that overall plan?
If you have decided, for instance, that your business success depends upon stronger relationships with your customers, identify the behaviors and attitudes that, when regularly demonstrated, will strengthen those relationships. Then set out to develop and reward those behaviors.
Understand the critical few management scenarios that matter most for your business. For example, if you really want to change your culture so that customers are truly “Number One,” you need to understand the management skills needed at the moments of truth where it matters most. Then skill building scenarios and coaching can be focused on those situations, challenges and scenarios.
Accept that training and development will be an ongoing change initiative, not a one-time event. Learning comes slowly at first. Be patient but stay focused.
Set up systems that measure and celebrate progress. As a leader of the effort, you should carefully observe the successes and be ready to tweak the programs as needed. Only then will you appreciate the positive difference effectively trained new managers can make.
The Bottom Line
Do not be satisfied with management training programs unless they address the specific situations, skills and behaviors that align with your strategy, reflect the context in which your employees operate and are fully supported by leadership.
To learn more about how improve new manager training, download 3 Steps to Building a Smarter Training Initiative – One that Gets Business Results
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