Take a look at the current state of management. Uncover the top three things companies should be thinking about when developing managers for the modern workforce.
- It seems unfair to place the entire blame for less-than-stellar leadership on the leader. After all, many have been tossed into management, or have volunteered to take on a leadership role, without the support needed to be successful. Let's make sure the same thing doesn't happen in your organization. There are a number of items to consider when developing today's managers. In the interest of time, I'll be sharing what I consider the top three. First, we need to teach leaders how to determine who is management material and who is not.
In my book, The Magnetic Leader, I talk about what to consider when assessing someone for a leadership position. Here are a few factors. I put desire first, because if someone truly doesn't want a leadership role, the rest of the list doesn't matter. You simply cannot fake enjoying being in a leadership role. You have to really want the job. Then there is aptitude. Does this person have the capacity and readiness to lead others? When evaluating for aptitude, it's important to not let preconceived notions get in the way.
For example, assuming a younger person isn't ready for a management role solely based on their age would be doing a disservice to both the individual and the organization. We have to make sure we teach our leaders this so they don't overlook rising stars. Next is ensuring someone has the right traits or competencies to be a manager. These will vary from one organization to another. Each organization will need to define the traits that are most important to them so that managers can be trained on how to assess candidates against these competencies.
Another thing you'll need to think about when developing your managers is where your people are located. If you've got managers located around the world, you'll need a different leadership and development strategy than if all your managers are working in one building. For example, an organization with one location can host onsite leadership development workshops, whereas this approach can get quite costly for companies with numerous locations. Lastly, you'll need to consider the average tenure in a management role as the development needs of someone stepping into a management position for the first time are much different than someone who has been in that role for a number of years.
Are you curious about the number one thing employees wish they could change about their manager? Well, that's a question you'll need to ask your people.
- What makes a manager effective?
- What managers seek from their employers
- Coaching versus mentoring
- Determining whether to use internal or external resources
- Helping managers take control of their learning
- Creating a management training strategy
- Measuring the effectiveness of your program
- Avoiding common management development mistakes