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  • Why develop Managers within your Culture?

    Posted on June 20, 2014 by in Developing Managers, Employees

    In a recent survey by The Institute of Directors, 94% of respondents linked Continuing Professional Development (CPD) to business performance, and 46% felt that group training was a key element of that CPD.

    Managers are very often promoted on the basis of their technical skills and achievements. However, unless they are supported through the development of their management skills and knowledge, they are likely to resort to one of two options:

    • Manage in the way that they have been managed – if this was badly, then a vicious circle of ineffective management practice results.
    • Become either too passive or too aggressive in their management approach, feeling isolated and stressed, resulting not only in their own poor performance but that of their team. This can be costly, resulting in poor productivity and increased staff turnover.

    The role of a manager is absolutely crucial within any organisation. It is the lynch-pin of communication and direction, and vital in developing an effective work-force that is working within your culture and values.

    Outcomes from the Cultural Management Development Model

    A statement of clear outcomes (in other words what will be different as a result of) is vital when considering management development. Our proposal is based on a combination of self-assessment, reflection and facilitation to build THE model for management for your organisation. By developing a common understanding of exactly what management is within this organisation, individuals can further define how they need to develop within that model.

    • What is the purpose of a manager in your organisation?
    • What is role of a manager in organisation?
    • What are the responsibilities and functions of a manager in organisation?
    • What are the attitudes, skills and knowledge required to deliver the agreed strategy?

    Programme Structure

    2 x 0.5 days:

    • Pre-course questionnaires to be completed by delegates
    • 0.5 facilitated workshop to define the purpose, role, responsibilities of managers within your organisation, as well as a statement of the attitude, skills and knowledge required by those managers
    • Reflection on a 1:1 and 1:group basis on the individual development needs against this agreed management framework.

    Outputs from this approach

    1. Assessment of Learning styles – individuals will not only understand their own learning style and how best they can approach their further development, but also that of their teams. This will result in improved performance through learning and coaching by line managers.

    2. Assessment of Emotional Intelligence Quotient (EQ) – studies show that people who score highest on EQ measures rise to the top of organisations. Delegates will have the opportunity to self-assess their EQ and then reflect on what actions to take to improve this.

    3. Leadership Diagnostic – rating delegates against the key elements of leadership – facilitation, negotiation and directing.

    4. Individual action plan for management development.

    5. A ‘binding artefact’ agreed by the group as to what a highly performing manager looks like, their behaviour, attitudes and values in line with the overall organisational culture. This offers your organisation an opportunity to, over a period of time, develop a clear understanding of high performance in a manager, which in turn will support recruitment, selection, induction, performance management, appraisal, staff engagement and empowerment.

    Overall, the aim is to develop a strong, corporate management philosophy within your organisation which is clearly understood and embraced by all.

    The purpose of management is to ensure people do things properly!! Without effective management philosophies, growth and change are restricted and people don’t do things properly!