According to @HarvardBiz the average supervisor manages people for 10 years before getting any training, but I have a suspicion some (maybe many) never do.
Extract from HBR’s Blog Network http://bit.ly/SPF6TD
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According to @HarvardBiz the average supervisor manages people for 10 years before getting any training, but I have a suspicion some (maybe many) never do.
Extract from HBR’s Blog Network http://bit.ly/SPF6TD
It is important to provide leadership training before being placed into positions as a young person will learn by trial and error or apply preconceived (possibly erroneous) notions of what a leadership role requires.
Exposure to the scientific proven modern tools of leadership after many years of acquiring bad habits is inefficient and could lead to the new principles not being adhered to. Companies do themselves and their staff a huge disservice of having to unlearn then learn new ways of doing things. In this era of being fast is necessary to survive and thrive, this inefficient scenario will lead to a competitive disadvantage in the long run.
The adage, “Leaders are born not made” may not be quite true since we realise the importance of training. Training leaders are important for creating a working environment that nurtures trust, loyalty, innovation and commitment which is especially needed in today’s world. These factors tend to be lower in the younger generations where good leaders are not present. Leaders also need to understand the basic principles for maximising the potential of each member of their team given the diversity of the members based on gender, demographics and cultures. The earlier the training occurs in a leader’s career, the greater impact it has on the leader, the employee and the productivity of the organisation.
Leadership development is typically something that is taken for granted and the prevailing assumption seems to be that if you are technically proficient above your peers it means you have enough to move into management. However people management/leadership requires different skills, requiring one to possess a high degree of emotional intelligence and/or an awareness of the issues that make people follow or flee.
I love this article, and see it all too often, time and time again. In this new age of instant gratification and yearning for education, supervisors and managers are coming in at earlier ages than ever before. But if the average age is 42, then how effectively are these people managing before they receive actual training as a manager? I was taught that being a manager is about making decisions. That simple. Leading people by making decisions. However, in the grand scheme of things, there are very few training programs within organisations that develop the skills of their own managers. Young people are promoted without a clue as to conflict resolution, change management or basic counselling skills. While having an adept Human Resources Department may take some of the strain off these roles that managers have to play, I completely agree that training needs to begin early on.
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