The most agile, most problem-free, most capable businesses don’t use management training simply as a response to a problem – instead, they use focused, professional management training to stop the problem from happening.
Read on to learn more or contact us to talk about how we can build the management skills and performance of your team.
The case for management training is pretty straightforward: When you make a capital purchase, there is an initial investment followed by regular maintenance and upgrading. Not servicing machinery saves money for a while, but then breaks down. A farm not fertilised soon loses productive capacity. Technology not upgraded soon becomes uncompetitive. And for you and your team to reach, and then stay at the top of your productive capacity, the same concepts apply – an initial investment in management training plus regular upgrades and preventative maintenance.
And it’s not just technical skills that need maintenance and upgrading – for those in leadership positions it’s more often management skills training that is of the highest priority – and for good reason – managers succeed only if their teams succeed. This makes the managers one of providing instruction and clarity, supporting, enabling and, often enough, simply allowing employees to do great work. (You’d be surprised how often employees see their managers as obstacles to them being able to do their best work!)
Often people are promoted to management positions because they are experts at … something else entirely. The best salesman is promoted to the role of sales manager. The best cook is promoted to head chef. The best carpenter is promoted to production manager – all jobs they probably have the vocational skill to understand, but without any training what is really their new role – that of being a manager of themselves and others.
Here is a list of outcomes from a single daily management skill – to delegate:
- Allows the manager more time to achieve more from themselves and their team
- Allows the manager more time for key management activities such as planning, team building, customer relations and continual improvement by maintaining a better overall perspective – ie, working on the business rather than purely in the business
- Provides multiple sources of back-up – if the leader isn’t present there are others who can ensure the work gets done
- Develops employee skills and engagement – everyone likes to know they are important and their contribution matters – effective trustful delegation is an essential part of this
- Maximises efficient use of resources and productive output – delegating empowers people to do more and take ownership of their work, improving outcomes for no cost
- Improves innovation and decision making – empowered, engaged employees regularly solve their own problems and contribute to the knowledge capabilities of the whole business
- Allows employees to
- Improves succession planning through building a more confident and capable team
Yet how many people who routinely delegate (or should delegate) have been trained in the most effective ways to do so?
Business and people skills management are much higher determinants of success for those in leadership roles than technical or vocational skill – yet far more attention is paid to vocational training than management training, leadership training or even supervisor training. From extensive research and our own experiences of talking with people who were “dropped in the deep end” we know that most people given management responsibilities have little or no management training – and so can easily struggle to keep their heads above water. The result is high levels of stress, long hours, underperformance, burnout, resignations and a big step backwards for the team and the business. But it doesn’t have to be that way.
What if those considered for management positions, at every level, were first assessed on their likely ability, and attitude towards, that level of management and responsibility? And then what if they were given thorough management skills training and/or leadership skills training, just as those learning other “skilled” roles receive? And then ongoing supportive and collaborative assessment, mentoring and retraining? Can you imagine what that would do for team culture and staff retention? Can you imagine how that might create a more positive, less stressed and higher performing management team? Can you imagine just how much difference that might make to employee attitudes, team motivation and business productivity?
We all know that great teams can achieve amazing things, and that’s why at 21 Triangles we believe that the best investment any business can make is in their people. We also know that management training and group workshop training has to be engaging, relevant and of immediate practical value – so that’s how our management training courses and group workshops are designed. Participants don’t get the chance to simply sit in a room and pass time – they are actively involved in discussions and activities. This collaborative real-world learning approach has been shown to create better, longer lasting outcomes.
We tailor training programs and custom in-house workshops to your specific needs, including:
- Leadership training
- Management training
- Supervisor training
- Emotional Intelligence training
- Performance management training
- Communications skills training
- Conflict resolution training
- Managing innovation and change
- Building a positive work culture
- How to run effective meetings
- Customer engagement training, customer service training and sales process training
- Personality and behavioural profile workshop sessions (eg DISC, Hippocrates)
Talk to us to discuss the management training course or group workshop options that are best for you and your team.
R. Brown, C. Barrow, D. Molian, G. Burke (2005), Enterprise Development: the Challenges of Starting, Growing and Selling Businesses, Thomson Learning, London UK ISBN 1-86152-989-9
J. Zenger (2012), We wait too long to train our leaders, Harvard Business Review, Cambridge MA, https://hbr.org/2012/12/why-do-we-wait-so-long-to-trai/