“THE BEST MANAGER I EVER HAD DIDN’T UNDERSTAND MEOR HOW TO GET THE BEST OUT OF ME”
SAID NO ONE.
EVER.
Management Development training is one of my passions. I love nothing more than working with either individual managers or a group of managers, either newly appointed or promoted managers or those who have been in the role awhile.
Just a heads up – this blog on management development is unlikely to be what you expect!
So, there are several key elements of management development training, butI will come onto those later, as although interesting and widely covered in so many management development programmes, they are absolutely not the most important element.
So, what is the most important aspect of management development training? One that is so often missed in so many programmes?
The human element.
The bit that actually teaches you more about yourself and how to under stand the people around you. Your team, your own managers, your customers and other stakeholders
I just don’t understand the point of learning the theory and practical tips on how to manage time, priorities etc if you actually haven’t learnt anything about managing the actual people you are responsible for?
Surely the vast majority of management roles involve managing people? If not customers, then team members? And how can you manage people if you don’t first understand them?
It is no secret that we are all different. Different things motivate us to get up every morning. Different things stress us. We embrace the differences and we actively promote a diverse workforce.
So why don’t ALL organisations understand the absolute importance of ‘human’ training?
As a manager, when you are training your team in a new process, do you realise that Charlie wants to know how todo the new task in lots of detail and why, whereas Izzy just wants to know the top line information and to get on with it? Would it surprise you to know that if you skimmed over the detail, Charlie would feel stressed, in the same way that if you went into vast detail with Izzy she would switch off and learn nothing?
When an established process at work is about to change, do you take Simon to one side and ensure you explain the change and support him through the process, knowing that he will find it difficult? Do you just give Diana a brief overview of the change, knowing she will confidently take immediate action and embrace the change about to happen?
When you are praising your team, do you take Clare to one side and quietly let her know she is doing a good job, because you know that she will feel incredibly uncomfortable if you praise her in front of others? Do you praise Ian in front of the whole team in the morning meeting, because you know that he is motivated by social recognition?
When there is conflict in the team, do you speak to Dean about showing more patience and empathy to the rest of the team and being less forceful and direct?
Conversely do you ensure you listen more to Sarah and give her extra support, as you know she will be struggling with the lack of harmony within the team?
Understanding the individuals within your teams is the only way to get the team working productively and cohesively together. Being understood, means your teams will be more engaged with their work and the organisation and more motivated to do perform well. We used to say ‘treat people how you would want to be treated’ but now we know we have to ‘treat people how they want to be treated’
Back to the reality…… In so many organisations, people are promoted for one of two reasons:
- They are very good at the job they are doing
- They have been with the company a long time
Neither of these reasons mean that they will be a good manager. In my opinion, an organisation should only be promoting these 2 types of employee IF they are prepared to back this up with management development training that includes the HUMAN ELEMENT.
THERE IT IS…. THAT BANDIED AROUND TERM….. EMOTIONAL INTELLIGENCE
Emotional intelligence in its purest form is the ability to understand and manage your own emotions, and those of the people around you.
Daniel Goleman, the eminent psychologist developed the argument that a persons EQ (emotional intelligence) can matter as much (if not more) than IQ(intelligence) in the workplace. Goleman states that emotional intelligence is made of 5 elements:
- Self-awareness is the ability to recognise and understand our own emotions, reactions and triggers and how they affect those around us.
- Self-regulation is about staying in control of our emotions and behaviours.
- Motivation is our desire to do something and involves seeking out new, different, and challenging experiences.
- Empathy is identifying and understanding the perspectives, needs, and wants of others.
- Social skills comprise the set of abilities used to communicate with, influence, and motivate others.
SO HOW DOES THIS RELATE TO MANAGERS?
Being afforded the title of ‘manager’ is a privilege which comes with real responsibility for the wellbeing of people in your team.
Being self-aware when you’re in a management position also means you have a clear picture of your strengths and weaknesses, and that you behave with humility.
Leaders who self-regulate effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values.
Motivated managers work consistently toward their goals, and they have extremely high standards for the quality of their work.
Managers with empathy have the ability to put themselves in someone else’s situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.
Managers with good social skills are great communicators. They are are also good at managing change and resolving conflicts diplomatically.
Everyone deserves to be led by that manager don’t they?
Not everyone is naturally emotionally intelligent, but with 121 coaching and group training, everyone can improve. Being a strong manager necessitates good emotional intelligence.
Oh, and as I promised earlier, once the emotional intelligence box is ticked and our managers understand the ‘human’ element – we can move into the core management development areas:
Your Organisation
Its Culture, Values and Objectives – your part in that as a manager.
Your Work
Accountability, Time management, Problem-solving, Goal setting.
Your People
Communicating, Motivating, Delegating, Developing, Engaging.
Your Policies
Diversity & Inclusion, Performance Management, Time off & Leave.
I do hope this read more like a blog than a rant?
It is a subject I am incredibly passionate about. My mission after all is to bring as much value to the psychological contract as the physical one and how can we do that without a good understanding of people as individuals?
