Profitability and customer ratings are higher, and absenteeism and quality defects are lower, when employees are engaged by their managers. How would your managers rate in his/her ability to:
*Help the employee to develop time and action calendars complete with milestones and follow-up?
“How does our Strategic Plan actually…happen?” This is a question that a client in York, PA, asked a few weeks back, and it’s not an uncommon one. The CEO believed that he had the right goal, but little seemed to be getting accomplished. Jack Welch said “…strategy is straightforward. Pick a general direction and then implement like hell.” He’s right, of course (as he often is). Without actions and execution, how many strategic plans end up in binders in an office? Success of a strategic plan depends, ultimately, on individual accountability. The next step in making the plan “happen” can’t be nebulous and/or too general. Developing actions such as “the purchasing department will review the process”, or “sales will increase … Read more
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? Here’s why new managers are worth more time and attention.
A supervisor has two employees who perform poorly and are resistant to change. Because he hasn’t been trained in communications or coaching, rather than dealing with the problem head on, he complains about them and just tries to avoid them. Performance doesn’t improve.
“If we’re spending all this money on training, why aren’t we seeing better results?”
