Wayne

That is THE question. Managers in companies at which growth and change have never occurred may not—or may—be equipped with the ability to manage “at the next level.” For example, can he or she keep the team motivated and focused during anxious times? Can he or she attempt to get staff buy-in before initiating change? These and other questions can be answered with assessments and interviews…followed by the necessary training to fill the knowledge gaps.

This is a question that a client asked a few months ago, and it’s not an uncommon one. Without actions and execution, how many strategic plans end up in binders in an office? Success of a strategic plan depends, ultimately, on both a high-functioning team and on individual accountability. The next step in making a plan “happen” can’t be nebulous and/or too general. If trained in the process to do so, teams can learn to work together, to hold each other accountable and to ensure that a plan is carried out. Without accountability from specific tasks, names and dates, any leader is just planning and hoping.

Maybe. Management ability isn’t innate; it’s learned, like any other behavioral skill. Yet, 50% of new managers report that they received no training before assuming the role. We don’t allow a new employee to run a machine or to enter data without training; should employees who are new to management be treated any differently? The Manager, or immediate supervisor, is the single biggest factor in employees’ engagement and retention. Also, a management development program tells employees that they are valued, and worthy of investment.

No, but that would be fun. Outdoors aside, real team building happens when the members learn how to collaborate. This includes learning how to run meetings, to align responsibilities, to discuss roles, to disagree, to proactively plan, and to develop workable solutions. Your team members want to be part of a high functioning team, and the results benefit everyone in the organization.

One of the biggest errors senior management makes is in thinking that communication happens all at once. Just because you say or write something doesn’t mean anyone in your organization listens or understands. Communication is a learned skill and ha to be frequent, consistent, and done with clarity and empathy. As important is that managers have to teach their managers how to do it well.