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Stephanie Morgan Establishing the need for management development

Editor's Note: This post was originally published in October 2014 and has been updated to reflect the current climate.

I’m a strong advocate for providing new managers with all the help they can get if they are to be successful in their new role. All too often new managers are left to figure things out for themselves. This can lead to them and their team struggling to perform efficiently in their roles.

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And it’s not just new managers that might be in need of some management development. It is a skill to successfully manage a team and it takes quite a bit of energy to sustain a high performing team. At various stages of their career, a manager can gain bad habits and not perform as well as they once did. That is not about commitment but actively applying techniques. Often, in new circumstances or with change, new approaches are required and the manager themselves needs reinvigorating.

I work with lots of organisations who are at the top of their game and intend to stay there. They pride themselves on having high performing teams and leaders proactively lead, support and challenge their people to achieve that status. They openly recognise the importance of training and development.

They know that they always need to be on the lookout for dips in performance and signs that they might be losing traction in some way. That led me to think about the signs that a management development programme might be worthwhile. There are lots of hard facts that organisations collect that could already be ringing alarm bells, but for one reason or another they are not paying attention to them. For example:

Sick absence

Has it gone up lately or perhaps levels have been creeping up over the last year or so? Is it higher in one region or department? What is the nature of the sickness? This data can be very revealing. It tells you the temperature of your whole organisation and highlights pockets of unrest, stress or disharmony.

Staff retention

It is a well-known fact that, more often than not, people leave an organisation because of their manager, not because of the organisation itself. What do your staff retention figures look like? Are they telling you something about the managers in your organisation?

Customer feedback

We all use that old adage that ‘feedback is the food of champions’, but how often do you look at your customer feedback data and really do an in-depth analysis of symptoms and causes to identify underlying trends? Quite often mismanagement is at the heart of customer issues.

KPI measures

Are teams hitting their targets happily and easily? Do you get stuff done or do you fail to deliver? Or do you miss targets again and again?

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In my experience, the signs are usually all around us that a management development programme would make a difference to business performance, but sometimes we need to remember that we have to stop and look at it.

Contact us today to discuss how we can help reinvigorate your managers to continue delivering to a high standard.

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Stephanie Morgan FLPI, Director of Learning Solutions, Bray Leino Learning

Sharing ideas and observations to help improve performance.

Follow @stephanieLandD

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