  |
  |
 |
|
|
Management Training
Impact Factory runs tailored
Management Training Programmes Don't Throw Your New Managers to the Wolves -- Train Them!Management Training - Is your company guilty of throwing new managers to the wolves, offering too little in the way of training? This article offers some excellent techniques to bring new managers up to speed much faster. TECHNIQUES TO TRAIN NEW MANAGERS Businesses are notorious for throwing its newly appointed managers to the wolves, many times failing to provide even the most basic management training. When this is the case, organizational productivity is certain to suffer. Perhaps the shortest and easiest to read high quality management book ever written is The One-Minute Manager by Kenneth Blanchard and Spencer Johnson. While this little management book was first published in 1981, it is still available from your local bookstore. The authors provide two basic management principles that I believe every new manager should understand and be prepared to practice - - the One Minute Praising and the One Minute Reprimand. The One-Minute Praising The One-Minute Praising enables managers to help their people realize their full potential by catching them doing something right. The One Minute Praising works really well when you: 1. Tell people up front that you are going to let them know how they are doing. 2. Praise people immediately. 3. Tell people what they did right -- be specific. 4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there. 5. Stop for a moment of silence to let them "feel" how good you feel. 6. Encourage them to do more of the same. 7. Shake hands or touch people in a way that makes it clear that you support their success in the organization. The One-Minute Reprimand The One-Minute Reprimand works well when you: 1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms. The first half of the reprimand: 2. Reprimand people immediately. 3. Tell people what they did wrong -- be specific. 4. Tell people how you feel about what they did wrong -- and in no uncertain terms. 5. Stop for a few seconds of uncomfortable silence to let them feel how you feel. The second half of the reprimand: 6. Shake hands, or touch them in a way that lets them know you are honestly on their side. 7. Remind them how much you value them. 8. Reaffirm that you think well of them but not of their performance in this situation. 9. Realize that when the reprimand is over, it's over. It's the boss' job to manage, and to remember that to manage is an active verb. The worst kind of boss is the kind that is not willing to say to the employee's face what they so often say to fellow managers behind the employees back. This kind of management behavior is time consuming and unproductive. Managers are doing neither themselves or their company any favors when they don't take advantage of employee behavior as an opportunity to teach. After all, managing people requires many of the same skills as raising children. The most effective managers care enough about their people to develop them. Bill Lee is author of 30 Ways Managers Shoot Themselves in the Foot ($21.95) + $6 S&H for the first book and $1 for each additional book. To order, see Shopping Cart at http://www.BillLeeOnLine.com Management Training Skills and Development
|
|
||||
|
|
|