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For many businesses and organisations money is still tight. You have to do more, with less; and one of the key areas of your budget you're likely to prune is training - in particular, management training.
However, before you knock all management training on the head for the moment, let's consider some of the key challenges which accompany tough economies, fierce competition and restricted budgets. Truth is, when this is the situation in which you find yourself, it's highly likely you're also asking your staff do to considerably more - for (and with) less. You might well be asking your people to work harder, changing their working conditions and reducing the resources they have available to them to get the job done. And when you do this - you hit people problems!
Having worked now with thousands of managers over the year, and still a practising manager myself, I see time and time again, managers struggling:
- with "difficult" staff;
- with apathetic staff;
- with underperforming staff;
- with appraising staff,
- with recruiting the right staff;
- with how best to develop their staff and even with unsupportive line managers of their own!
I could go on! These are the challenges we expect our managers to deal with every day - and they are even tougher when business is facing tough choices.
The trouble is, many managers were promoted because they were good at the job they did before - not necessarily because they had the excellent people skills they're going to need to deal with some of those daunting challenges.
Ruth Spellman, CEO of the Chartered Management Institute says this about training:
"If you think it's expensive to have really competent people, try incompetent."
After all - how much does it cost you in wasted time dealing with conflict? How much does it cost you in time and money dealing with disciplinary or grievance procedures? How much does it cost you to find, hire and re-train new staff because valuable, experienced staff are leaving? And how much is low morale and apathy costing you every day in terms of productivity?
Study after study shows a huge proportion of employees leave bosses, not companies.
What's heartening for me is that in my experience, as with all employees, managers want to do a good job. But with the exception of a very few, naturally talented and skilled communicators (and even these will tell you there is always room for improvement!), most managers come to the role with little or no understanding of basic human psychology and how to successfully and consistently apply techniques which will ensure they get the best out of themselves and others.
So as we begin 2011 what are you doing to support and develop the most critical roles in your organisation?
Money may be tight - but rather than simply take the simplest, and least creative route of putting all management development "on hold", why not take the time to ask a more creative question: "How can we still support and develop our managers despite financial pressures?"
You may not be able to justify the "bells and whistles" programme you had planned - but that doesn't mean there aren't ways you can still give some support. As we start this new year, take a moment to look at your best managers, and ask yourself; "How can we ensure all our managers have an opportunity to develop their skills in 2011?"
After all - you might actually find you save a bob or two!
However, before you knock all management training on the head for the moment, let's consider some of the key challenges which accompany tough economies, fierce competition and restricted budgets. Truth is, when this is the situation in which you find yourself, it's highly likely you're also asking your staff do to considerably more - for (and with) less. You might well be asking your people to work harder, changing their working conditions and reducing the resources they have available to them to get the job done. And when you do this - you hit people problems!
Having worked now with thousands of managers over the year, and still a practising manager myself, I see time and time again, managers struggling:
- with "difficult" staff;
- with apathetic staff;
- with underperforming staff;
- with appraising staff,
- with recruiting the right staff;
- with how best to develop their staff and even with unsupportive line managers of their own!
I could go on! These are the challenges we expect our managers to deal with every day - and they are even tougher when business is facing tough choices.
The trouble is, many managers were promoted because they were good at the job they did before - not necessarily because they had the excellent people skills they're going to need to deal with some of those daunting challenges.
Ruth Spellman, CEO of the Chartered Management Institute says this about training:
"If you think it's expensive to have really competent people, try incompetent."
After all - how much does it cost you in wasted time dealing with conflict? How much does it cost you in time and money dealing with disciplinary or grievance procedures? How much does it cost you to find, hire and re-train new staff because valuable, experienced staff are leaving? And how much is low morale and apathy costing you every day in terms of productivity?
Study after study shows a huge proportion of employees leave bosses, not companies.
What's heartening for me is that in my experience, as with all employees, managers want to do a good job. But with the exception of a very few, naturally talented and skilled communicators (and even these will tell you there is always room for improvement!), most managers come to the role with little or no understanding of basic human psychology and how to successfully and consistently apply techniques which will ensure they get the best out of themselves and others.
So as we begin 2011 what are you doing to support and develop the most critical roles in your organisation?
Money may be tight - but rather than simply take the simplest, and least creative route of putting all management development "on hold", why not take the time to ask a more creative question: "How can we still support and develop our managers despite financial pressures?"
You may not be able to justify the "bells and whistles" programme you had planned - but that doesn't mean there aren't ways you can still give some support. As we start this new year, take a moment to look at your best managers, and ask yourself; "How can we ensure all our managers have an opportunity to develop their skills in 2011?"
After all - you might actually find you save a bob or two!
About the Author:
Shona Garner specializes in helping busy managers improve communication and productivity in the workplace. Whilst there will always be a need for face to face training, Shona accepts that sometimes, lack of money, or time, (or both!) means managers need some resources or support quickly, easily, and at low cost. Visit her site for plenty of information and access low cost management training and resources
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