Many managers lack the skills required to remedy poor teamwork, lack of communication, and mistrust. L&D needs to take a new approach to management development to tackle this.
A number of managers are tasked with the responsibility of large budgets, complex environments and stakeholders, and a significant number of people working for them. However, they are viewed as junior managers even though their responsibilities are more akin to what you expect senior managers to undertake.
As junior managers, they often miss out on the training and development that they need to operate at the level that their responsibilities dictate. Flatter and more matrix organizations have obscured the real level that managers need to operate at.
Management needs to be cognizant of the mental health of each team member, the variability of hybrid working in terms of effectiveness, productivity, and management, and whether the new working arrangements are fair and just.
Since 2020, the need for all employees to change eager and able to align with the company mission and values has become imperative. All levels of management are required to work well collectively, be able to pull their weight individually and be able to anticipate the needs of the organization and its employees.
Due to the complex, constantly shifting nature of the working environment that they operate in, they need to be able to predict and understand how to write strategy, align it with others and influence their employees to follow and implement it.
Here are some of the key points to consider when developing your Learning and Development Strategy:
- What are the key objectives of the organization for the next six and 12 months?
- What mandatory tactical skills are necessary to achieve this?
- What essential skills are required to make this happen? (This will include a number of people skills)
- Has the organization enabled and encouraged the managers to work collectively as a true team or is it expected that they will do this without direction or assistance?
- Can the management team, individually and collectively strategize, innovate and execute? Without this, the organization will falter.
- How trusted is your management team on an individual and collective basis? Without trust, work progress will be slow and argumentative and impair the organization’s ability to pivot as the environment changes and new risks and opportunities reveal themselves.
- How insular is your management team in its outlook and behavior?
- What is the level of toxicity or safety within the organization?
- Are your managers creating an environment that enables their employees to feel like they belong?
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