The difference to the bottom line in monetary terms between
a new manager with extremely poor performance and his or
her counterpart who performs at an outstanding level, can
be as much as $100,000. This difference can increase to a
staggering one million dollars for a middle manager - as
reported by Professor Nikos Bozionelos of the Durham
Business School in Management Issues, Sept 07.
Do organisations realise this?
Despite the obvious impact an ineffective manager has on
the organisation's profitability, many still pay little
attention to training and supporting supervisors and
managers, particularly in their first managerial role. The
general contention seems to be that because the new manager
was probably an excellent technical or professional
operator, they will automatically make a good manager.
However, organisations that do spend money on management
training, tend to allocate it to their middle and senior
managers. Yet it is the new manager who is most motivated
and ready to learn. He or she is only too fully aware of
the challenge facing them, whilst often managers at a
higher level see management training as a waste of their
time.
Do organisations have to spend a fortune on highly tuned
development training programs for new managers? No.
For starters, new managers generally start at different
times, so waiting to get a suitably sized group together
for training is both inefficient and ineffective (often the
new manager can be in the role for sometime before
attending the training).
There are three factors that are most important when
training new managers. Firstly, the training must be
timely - ideally started before commencing in the new role,
but at latest as the person takes up their role.
Secondly, the training must suit the new manager's learning
style. So for instance, if the new manager is a detail
minded person, then a good book could help. Big picture
type people on the other hand, might find it easier to talk
through their challenges with colleagues.
Thirdly, the best person to do the training is the new
manager's manager. It is he or she who knows the real
challenges of the role and what the new manager must do to
become fully competent. Make sure your managers are
trained in how to train their managers.
Training of new managers can be a great boost to
organisations who are keen to improve their bottom line.
Not only are good managers more productive than their
counterparts, but an effective manager who also shows good
leadership skills, can have a major impact on both their
direct reports and indeed their peers.
Training and developing new managers can be a lot cheaper
and more productive, and certainly more motivating, than
many of the endless cost cutting measures organisations
seem to often embark on.
----------------------------------------------------
Bob Selden is determined to help new managers overcome the
challenge of moving into their first management role. Bob
survived his own time as a new manager to ultimately
develop into a senior manager in a large bank. He is the
author of "What To Do When You Become The Boss" an
innovative self-help book for new managers. For free
advice on your management challenge, contact Bob at
http://www.whenyoubecometheboss.com/
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