Management Skill Training – Can You Not Afford To?

OK, so I have a vested interest. Yes, I am a trainer and coach – and yes, I increasingly find myself helping managers hone their people and management skills. But when I started out in coaching and providing management skill training I hadn’t particularly decided that was to be my focus.

My focus on people skills developed because the problems, issues and challenges which people presented me with were all challenges caused by lack of confidence or skill in dealing with people. I found managers struggling with apathetic staff; with “difficult” staff; with de-motivated staff; with underperforming staff; with appraising staff, with recruiting the right staff; with how best to develop their staff and even with unsupportive line managers of their own!

I could go on! I guess you get the picture?

I conduct surveys with all the managers I work with, whether they attend workshops, or as part of a 1-1 coaching and training programme for managers; and what’s clear is a huge proportion feel they would appreciate more help with the people side of management – and they are only too aware of the implications of poor people management. After all, most of them can tell you a story of a “nightmare” line manager they’ve had in the past and what the results of that were!

People and Management Skill Training – CIPD Report

A recent CIPD/ACAS report in June this year simply reinforced what I am finding in my own practice. As we find ourselves in the rather quiet period over the summer break, I’d like to share some of their findings because this is I think, quite a good time to reflect on and plan your strategy for the final quarter of 2009.

You’re busy, so for ease, I’ll bullet some of the main points from the report which particularly struck a chord with me.

• 80% of UK managers have been asked to do things at work for which they feel they should have been given some training beforehand. (Skillsoft survey, 2008)
• 78% of UK employees identified line management as the job function in most need of additional training (Skillsoft)
• The UK spends less per manager on management development than any other European country (Leitch review 2006)
• Half of training and development at work is now initiated by line managers, as opposed to HR or training departments. (CIPD – Who learns at work? 2008)
• 44% of employees say their line manager rarely or never coaches them (CIPD 2009)
• 33% of employees say their line manager never discusses their management skill training and development needs (CIPD 2009)

What are the implications of all this? Does it really matter? Does it make a difference to the outcome if a line manager is feeling uncertain how best to tackle some of the most common people issues?

Ruth Spellman, CEO of the Chartered Management Institute says this about management training:
“If you think it’s expensive to have really competent people, try incompetent.”

How much does it cost you in wasted time dealing with conflict? (OPP Research , 2008, shows an average of 12 days a year are spent dealing with conflict in the workplace – more than time lost to absence).

How much does it cost you in time and money dealing with disciplinary or grievance procedures?

How much does it cost you to find, hire and re-train new staff because valuable, experienced staff are leaving?

Study after study shows a huge proportion of employees leave bosses, not companies.
What’s heartening for me is that in my experience, as with all employees, managers want to do a good job. They want to be able to encourage a culture where people communicate well, where they give of their discretionary effort, where they are committed, loyal and enthusiastic, and where they have fun, learn and produce good results.

But with the exception of a very few, naturally talented and skilled communicators (and even these will tell you there is always room for improvement!), most managers come to the role with little or no understanding of basic human psychology and how to successfully and consistently apply techniques which will ensure they get the best out of themselves and others.

So as we head for the final quarter of 2009, what are you doing to support and develop the most critical roles in your organisation?

Money may be tight – but rather than simply take the simplest, and least creative route of putting all management skill training and management training resources development “on hold”, why not take the time in these quieter summer weeks to ask a more creative question:

“How can we still support and develop our managers despite financial pressures?”

You may not be able to justify the “bells and whistles” programme you had planned – but that doesn’t mean there aren’t ways you can still give some support. There’s a book called “Guerrilla Marketing” by Jay Conrad Levinson, which gives brilliant ways of marketing on a shoestring. Perhaps it’s time to write a book called “Guerrilla training for managers!”

As a coach, I know it’s more about asking the right questions, to help you come up with better answers! So ask yourself what you can do to support your managers in the next 3 months and see what you come up with!

After all – you might actually find you save a bob or two!

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For more information to help you with the people side of management,
including how to improve employee motivation and get the best out of your team, take a look at these great resources:

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Managing Conflict: How to Manage In-Fighting or Tension In Your Team

I hear managers raise this issue time and time again; what begins as an underlying tension between two or more of your team members, with covert “sniper” tactics, strained atmospheres, gossip mongering and occasional snide comments is turning into more open hostilities.

Your team risks splitting as people “take sides”, and you begin to realise your staff are spending increasingly more time focused on the mini battle playing out in your back yard, than on the key tasks they should be performing, which will drive their and your success.

If you want to stop the soap opera from unfolding in front of your eyes, Executive and Business Coach Shona Garner has some key tips to halt the rot, and turn around the whole dynamic of your team into a vibrant, positive and focused community.

Four Effective Tips for Managing Conflict

Managing Tip 1: Don’t play the ostrich.

Sometimes it’s tempting to ignore the rumblings of personality clashes in the hope it will resolve itself. You might be right – but if you sense the tension is getting worse, or it’s been going on for longer than a few weeks, avoiding or ignoring the issue can be devastating; both in terms of your team’s performance, and your own credibility as a manager.
Ask yourself, “What will be the consequence if I continue to avoid the issue?”

My bet is the answer to this question includes such things as:
The tension will increase and become more noticeable – not just within the team, but to those outside too.
Your authority and ability to manage may be questioned; by those team members who are not involved in the “in-fighting”, by other colleagues, and by your line-manager.
You’ll waste precious time when you could be getting on with the important stuff.
There’ll be increasing “talking behind backs” and gossiping.
There’s a risk it may really escalate into disciplinary or grievance procedures. This is a drain on everyone’s emotions, time and energy – not to mention suddenly becoming a huge negative focus for everyone.
With eyes off the ball, the team performance slips – and your chances of promotion are threatened.

Take your head out of the sand, decide what you really expect in terms of behaviour from your team, and start planning and preparing your strategy to face the issue head on.

Managing Tip 2: Ask yourself: “Why am I avoiding this? What am I afraid of?”

Very few people really feel comfortable facing conflict – so if you have been hoping it will go away, you’re almost certainly not on your own. However, you chose this kitchen – and the “heat” in this particular kitchen quite regularly involves playing politics and dealing with personality clashes, power struggles, and prima donnas!

Those above you expect you to deal with such issues. And you owe it those on your team who just want to get on with their jobs, and who want to distance themselves from this petty squabbling, to strive for a work environment which is enjoyable and supportive, not divisive and uncomfortable.

So – what stops you from nipping this in the bud, or tackling the situation? Be honest with yourself. Whatever your answer, ask yourself how you can overcome this block. Talk it over with someone you trust.

Managing Tip 3: Plan your approach

Once you’ve decided you’re going to bite the bullet, now’s the time to make your plan of action.

• Get clear in your own head about what you believe is acceptable behaviour and what’s not, and be prepared to communicate this to your team.
• Think about when, where and how you have your initial conversation with the individuals concerned.
• Consider carefully the words you might use, avoiding accusation and emotionally charged or potentially inflammatory words. For example, use “I” instead of “you”. Use “disagreement” instead of “row” or “battle”.
• Consider at least three strengths you perceive each individual brings to the team.
  No matter how hard it is, if you’re feeling frustrated or cross about the situation, there’s a danger you’ll see things through negative filters, and forget the positives each individual has to bring to the team. It is these strengths which are most likely being lost in the middle of all the tension and bickering. Make a note to yourself you will remind the individuals of these strengths, and how you’d really like to focus on how these can be utilised for the benefit of everyone.

Managing Tip 4: The conversation and the importance of listening.

So now you’re ready for the conversations. You’re clear about what you want to achieve, and you’ve considered your approach. Remain approachable, but honest and firm about your expectations throughout. Stay calm, even if they don’t.

Most of all, don’t make this a one-way conversation.

Explain the issue which gives you concern, then listen. If there is a need to vent a little – let them vent; at least for a while. Then, gently, but firmly get them to future focus and suggest ways in which you can all move forward constructively.

It’s worth knowing, conflict, whilst often seen as something negative and to be avoided at all costs, can actually bring about positive change, better mutual understanding and greater harmony, if it is dealt with effectively.

So take the bull by the horns – and sort it out!

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For more information to help you with the people side of management,
including how to improve employee motivation and get the best out of your team, take a look at these great resources:

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