There’s a great deal of talk in the training industry about the differences between leadership and management. What do those differences really look like, and what do they mean for leadership training?
Before a management training program is even started, there should be clarity on what the overarching company mission is and the strategy to get there. Is having a management training or HiPo program (tactic) consistent with the strategy?
Part 1 of this blog series introduced the issues involved in training new managers, and Part 2 provided some tools to train them effectively. This post will wrap it up with some strategic thinking and guiding principles.
In Part 1 of this blog series, I introduced issues that are universal when training new managers. Our discussion here will center on tools you can use to advance your new managers’ development.
Never before has the role of front-line management been more important or more complicated. The selection criteria for many managers, while well intended, are based on technical skills and on-the-job performance as an individual contributor.
New managers need training to learn about the fabric of the company society they are entering. Once they are trained, under your guidance, new managers will learn how to contribute in their new role and achieve milestones along their career paths.
Managers play a key role in how well the organization is overcoming business challenges and maintaining competitiveness in the market. However, new managers are often left to learn new skills through trial by fire.
It remains a challenge for organizations to groom high-quality managers. The truth is that it is not easy, but it is simple. It starts with intention. With intention, organizations and high-potentials can ease the bumpy transition to management.
Investing in managers to help them inspire action, instill company values, increase retention, and ensure every employee is fired up to come to work can generate exponential value for the business.