Back to Basics, What every manager needs to know!
Danielle Riley, Performance Learning Solutions
Introduction
What are “the basics” every manager needs? How do you make sure your new managers get them? And,
what do you do for the managers who have “the basics”, but seem to be legitimately too busy to use
them? In this article, we will evaluate the importance of investing time in management basics to start and
keep managers on the right track as they muddle through their day-to-day challenges. Here, we will
separate “the basics” from Leadership Development Programs, see how they apply to “New” vs.
“Seasoned” managers and address what “the basics” actually are and how they can be attained.
Separating Management Basics from Leadership Development Programs
Almost anything you read today will reaffirm that more and more organizations are implementing
Leadership Development Programs. To do this -- they are spending time and money and even allocating
resources to bring it on board. Let’s give a quick summary of what an average LDP might entail.
Most effective LDP’s are comprised of a series of modules targeting core leadership competencies and
span over a period of 6 to 18 months.
- Take for example, a module as specific as “delegation.” Most programs will cover this topic in a 2-
4 hour period of time. The module will drill down definitions, philosophies, techniques, tools,
challenges, and successes. Real life and organization specific examples will be used and role
play and skill building exercises will be incorporated and practiced. The educational value for this
one module … priceless! Picture this for every other module over the 6 to 18 month duration. (And
that may only be the first tier of the program.) It would be unlikely for any manager to attend this
type of program and not be headed down a road towards skill improvement.
Here’s the BUT: There are some pitfalls with LDP’s which support why an on-going focus with “the basics”
is still important. The pitfalls stem from three main assumptions:
- All managers will be with the company for the duration of the entire Leadership Development
Program. - All managers will have the same development needs and these needs can be accurately
prioritized by the schedule of the program. - Managers will at NO times be overwhelmed by the commitment of this program as they try to
balance it with their day-to-day duties, responsibilities and pressures.
Conclusion: Thumbs up to organizations that have or are working towards implementing these programs.
However, based on individual needs and realistic tolerance to workplace training, we still need to have a
mechanism in place that makes sure our managers still have “the basics.”
So, what are “the basics”?
Depending on who you ask, you might get you a different answer. In my experience, the bullets below are
what every manager tends to use on a regular basis. In the time allotted, my goal is never expect
managers walk away experts, but to hopefully provide 2 to 3 essentials they need to be more effective on a
day-to-day basis. Truth be told, skill building comes with time and practice. The goal: Get “the basics”
when needed and compliment with a really fantastic LDP.
• Assessing and Working with Personal Styles
• Communicating
• Delegating
• Motivating and Building Teams
• Managing and Resolving Conflict
• Coaching for Performance
So, how do you give the gift of “the basics”?
Sit down with your managers and incorporate this as an opportunity for professional external
development. Align the time-frame with performance reviews (as a reward) or mid-review cycle (as a
development goal). Explain the benefit of attending refresher courses along with learning new skills.
Encourage this as a means for rejuvenation. Allow them to participate in the course selection and be
supportive of their attendance despite their already jam-packed schedule. Ultimately hold them
accountable for attending by asking them to share something they found to be useful and beneficial for the
rest of the team.
“New” vs. “Seasoned” Managers – Are their needs really that different?
Of course they are...
A typical “New” manager is promoted within an organization (usually) as a reward for being a high
performer. They probably possess great job (technical) knowledge and an excellent track record.
However, other than being an unofficially identified mentor, they probably have never had an opportunity to
manage anyone else. Other “New” managers might just be managers who took the job as a personal
growth move and may not have substantial experience being responsible for other people. Assuming that
the “New” manager” wasn’t forced into this road, most are energetic, dedicated to learning and
developing, and are passionate about doing a good job.
“Seasoned” managers” could be managers for 5 or 10+ years. Does it mean they know everything that’s
required to be an effective manager? In most cases, NO! AND, with such an emphasis on Leadership
Development and Workplace Training, we are learning new things every day. Sometimes “Seasoned”
managers are so caught up in their day-to-day struggles; it’s hard for them to focus on the really important
part of their job. MANAGING! The other important key is to remember we are all different -- with different
styles, different strengths and different weaknesses. We can’t always be good at everything right?
Now, on to my point --- “New” managers need a thorough introduction to the skills that are required to be
effective. “Seasoned” managers need periodic refreshers to remember what these skills are and as time
changes, find new and exciting ways to apply them.
Conclusion
So as an advocate for leadership development and workplace training in general, please understand the
purpose of this article isn’t to suggest terminal downfalls with either. Instead, it is to re-introduce the
importance of keeping up with “the basics” whether they are new to your managers or just momentarily
forgotten. Give your managers the right combination of training, development and support and give them
the key to their continued success!
Performance Learning Solutions – “Quality learning solutions designed to develop employees and
improve overall performance!”
FEBRUARY SPOTLIGHT
Delivering the RIGHT Message!
A Guide for Conducting the Performance Review (On-Site Course)
Are you still going through your yearly review process? Managing employee performance requires an on-
going commitment of a manager’s time and energy. BUT, it’s the actual review that is most visible to an
employee.
Make sure your manager’s year-long hard work pays off. Help them prepare to:
- Write a review that evaluates past performance objectives using clear and accurate
examples/feedback. - Utilize the “Do’s” to effectively communicate the RIGHT message during the performance meeting.
- Collaboratively create the next path for success in outlining a challenging but realistic employee
development plan.
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