Today I’m going to make the case for leadership development at all levels, not just at the top of the organization. Think about it, do you want those employees positioned closest to your customers to have that training? I would. Yes, it’s a question of cost for many companies, but if your customer-facing people aren’t doing the right thing, then cost won’t matter when you lose the customers!
Managers need development like any other employee, but sometimes it is difficult to find out just what they want or need to learn. Click the link for part two in the series on how to develop managers.
Recently I’ve realized that one of the biggest needs we have as an organization is manager training. We have supervisors who have forgotten what it’s like to be human, new managers with little or no experience in the role, and ones who keep screwing up even the most basic of leadership tenets.
In other words, we need it bad.
But when I brought up the idea of offering a survey to the managers to help figure out the development holes that need to be filled, I quickly realized the fallacy of that wide open approach.
Some managers would say they didn’t need any training
Some managers would say they needed training in irrelevant/impractical areas
Some managers would immediately become defensive
So just saying “What do you want to do better?” isn’t an option. But there’s a better way to do ask the question and still get a solid response.
The question I usually ask when I am looking for stealth development opportunities is this: “What is your biggest frustration as a manager?”
That opens the door to all kinds of answers, and I’ve never met a single manager who didn’t have a heartfelt response (or a dozen!) to that question. Those answers will help guide the process from there. For instance:
My biggest frustration is dealing with apathetic employees. This opens the door to providing some training on leadership skills and ways to motivate and inspire their people.
My biggest frustration is hiring poor performers. This is an opportunity to work with them on interviewing techniques to select the best people.
My biggest frustration is [insert problem here].
You get the picture. Instead of having to start from scratch, let them tell you what they need in terms of development and training. Then give it to them.
How do you identify manager training needs? More importantly, how do the managers respond?
I am a firm believer in work safety, but not in the traditional, dry, boring sense. Let’s make things interesting. I want someone to feel just as safe in the workplace as they are at home. But to get people to pay attention to the safety rules and processes, you’re going to need something more than a pamphlet to hand out to everyone. Check out the video below for more.
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Are you stuck on how to make something “fun” at work? Leave a note in the comments and I’ll give you an example or two.
It surprised me where HR knowledge fell on the list of core competencies for senior HR leaders, because you’d think that it would be higher. Having a core knowledge of HR isn’t the most important thing once you get to the senior ranks, I suppose. Let’s dig in.
I saw this image in the footer of someone’s email the other day, and I thought it was pretty interesting. The phrase “own your own growth” immediately turned my head, because I believe we are all in control of our own knowledge growth and development. It’s a part of being passionate about what you do. Here are some other things that occurred to me right off the bat.
First, it’s obviously an encouragement to take charge of your own growth and development. Don’t expect someone else to walk up to you and hand you something to learn right at the exact moment that you need it. Start building your knowledge early and anticipate future stresses on your limits (and plan accordingly). My advice? Push your own boundaries before someone else does it for you.
Secondly, the ring across the top talks about some of the various opportunities for growth that are available to us. Some are obvious, but costly (education). Some are cheaper, but it’s sometimes difficult to get high quality information (webinars). However, at some point most of us have been through some, if not all, of the list.
And finally, something about the tree took me a minute to figure out. There was something profound in there, but I wasn’t sure what I was seeing. Then it dawned on me. The tree growing from the ground reaches up and out and is visible to everyone around us. They know when we have the knowledge or skills to do something, because they can physically see us accomplishing the task.
However, the growth and development underground is something different. That signifies to me that we have a lot of knowledge just below the surface. People have the skills we need, but some of them just can’t be seen at first glance. However, this pool of talent is always there for us to individually pull from if we are in need, because we realize it’s there. The key for a lot of organizations is finding out what is below the surface when it’s not readily visible.
Anyway, that’s just a few of the thoughts I had from this simple image. What do you see? Are there other tools for growth not listed in the bullet point list above?
I ran across this site recently and had to laugh. It is a common theme that I’ll get a call because I’m the “computer guy” in the family. With Teach Parents Tech you have the option of sending video links directly to those who need assistance. That allows you to indirectly teach your parents/grandparents/in laws/whoever how to do computer tasks from simple (changing your computer’s clock) to advanced (changing your email address).
Why can’t we do that?
Then I started thinking about other applications. What if you could do the same for your supervisors? What if there was a neat way like this to teach them the basic principles of good management? Would you use the tool?
For instance, a new supervisor runs into a situation (giving feedback on poor performance, motivating employees in a slump, giving a presentation to senior management, etc.). They don’t have someone available to ask for help, so they pop onto the web and find the video that corresponds with that particular situation.
No, it’s not a perfect substitute for an in-person chat with someone who already knows how to do the task, but it’s better than going into the situation blind-folded. Just a little bit of preparation could go a long way in most instances.
A few situations I think would be neat to cover:
How to give accurate, honest feedback
Why documentation is essential
The wide world of terminations
Harassment, discrimination, and lawsuits, o my!
Safety and security in the workplace
How to train someone
Coaching and mentoring your staff
Building and managing teams
Developing and pursuing a vision
And tons more!
What do you think? Are there other scenarios that you think supervisors run into on a daily basis that they could use some training on?
AKA An open letter to HR professionals who think it’s a good idea to regulate the snot out of everything
Dear fellow HR professionals,
Hey! So, I’m not sure if you know much about me, but I’m a different kind of HR guy. I like being open and honest and treating people like… Well, people. Our employees aren’t children (and if they are, that’s a whole other issue!), so why do we treat them that way?
This ain’t my first rodeo
I talked about this before in a video. I attended a supervisor training where we spent two whole days listening to people whose favorite phrases were don’t do this and don’t do that. I can understand setting those minimum standards, but I don’t understand why there’s no attempt to reach higher. Why aren’t we giving our people lessons on coaching and leadership in addition to the rest of that stuff?