It’s Time for Modern Management Training

Published on: Wed 14 January 2015 by Admin

Modern Management Training Tips for the Modern Manager…

The workforce today is a cultural melting pot…

As Traditionalists move out at the top and Generation Y move in from the bottom (with Generation Z fast approaching behind) it’s safe to say there are four very different generations in the workplace. And it’s impacting… Are today’s leaders given enough modern management training so that they are equipped with the modern-day skills required to harness the talent of individuals from all generations and create high-performing, harmonious teams?

Here are 7 management tips inspired by our flagship modular modern management training programme:

  1. Take a Step Back

The characteristics of Generation Y employees in particular are challenging the status quo and in doing so this entrepreneurial group of 20-30 somethings are beginning to get a bad reputation. But is it them or the un-modernised way they’re being managed that is at fault? Begin by increasing aware of your management style. What approaches are working? What isn’t getting results? And with whom?

  1. Revolutionise Performance Management

With technology has come a widespread expectation of instantiatey. At work this has translated into a need for regular, if not immediate, feedback. Think about ways in which you can performance manage on a daily, weekly, month, quarterly, and annual basis. Also, consider feedback and objective setting as a two way street. Think about how you can be more transparent to increase trust, engagement and productivity.

  1. Manage the Impact of a Changing World

We know that technology and globalisation is driving change at a quicker rate than ever before, and that for many of us change can be unsettling. When you are making a change, no matter how small, take a moment to consider what might make members of your team flounder. There are strategies you can adopt to harness the enthusiasm of advocators and minimise the impact of ‘derailers’ until you have buy-in from everyone.

  1. Communicate Collaboratively

Be aware of the terminology you use when communicating with your team.  Do a self-check on whether your language is collaborative, or just one-way. Look for opportunities to delegate; follow a set of Steps to Successful Delegation and pay particular attention to the difference between responsibility and accountability. Ensure individuals understand the ‘why’ as well as the ‘what’, ‘how’ and the ‘when’. How does the task fit into the whole picture and link with both personal and organisational objectives?

  1. Sharpen Your Team Building Tools

Are you managing a group of people who work in the same office, or a robust and productive team? Help your team to understand that differences in work style shouldn’t be a cause of frustration but that diversity is a key to success. Check out what your characteristics you have in your team and what the attributes of individuals contributes to overall team effort. Traditionalists, Baby Boomers, Generations Xs and Ys? Activists, Reflectors, Theorists and Pragmatists? Or perhaps Plants, Resource Investigators, Completer Finishers and Team Workers?…

  1. Solve Problems Creatively

When looking for creative solutions to problems check whether you are utilising the team to its full potential. Ask yourself, ‘How often do I seek solutions from the same group of people?’ Check out whether you gravitate to those who make the most noise, to those you get on with best, or do you involve those members of the team appropriate to the type of problem/solution you are seeking? Make problem solving fun; it’s a great opportunity for creative, collaborative working. You could even take the meeting off site to get a truly different perspective.

  1. Manage Equality, Diversity & Respect

Bullying, harassment and negative behaviours in the workplace are painful for employees and expensive for organisations. They increase absenteeism and staff turnover and reduce quality of work and morale. These behaviours are sometimes mistaken for ‘workplace banter’ or strong management. Identifying and dealing with the causes and employing effective procedures to deal with negative behaviours early remains an important, yet often neglected, part of managing the conflicts that can arise at work.