Management Training Best Practices
management Training and management Development Best Practices

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Read Rhapsody in Change to find out:

  • Why most change management projects fail at a rate of about
    three out of four

  • A unique management approach to creating a climate for change to happen

  • The primary organizational movements involved in change

Download Change Management White Paper

Read Effective Communication: The Essential Ingredient in Any Interaction to learn about:

  • The key management factors that impact interaction outcomes
  • An approach to understanding your own management communication style and how best to adapt to others' styles

Download Communication White Paper

Read Interviewing: The Most Flawed Process in American Business to find out:

  • Why the interviewing processes in most organizations is flawed
  • What you and other hiring managers should do about it

Download Behavioral Interviewing White Paper

Read Management in a Sales Driven Organization to learn about:

  • The various skill requirements of sales managers
  • Three critical measurement components of sales manager's skills
  • The costs of poor and ineffective sales management

Download Sales Management White Paper

Management Training Best Practices
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Bad management transitions create bad new managers.

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The Bottom Line

Successful managers determine the results they want to achieve and then determine the best approach to produce those results in a way that makes sense for their specific situation. Since the 1950’s management training programs have tackled two core challenges new and experienced managers face to produce results on a daily basis through and with other people.

  1. Managing: Managing people to achieve the company’s objectives and results through leading, planning, organizing, and controlling. This includes the fundamental skills required to establish strategic and tactical plans, structures and metrics that will lead to better performance. It also consists of aligning and managing key internal and external stakeholders around the core organizational and team objectives.

  2. Motivating: The second is focused on motivating people for optimal results in a way that makes sense for their specific corporate strategy and unique performance culture. This includes understanding how people and organizations cope with change and the role of a manager to create and sustain commitment and performance during times of change and uncertainty.

Typical managerial competency areas to consider are setting goals, making decisions, solving problems, delegating, planning, coordinating, forecasting, scheduling, motivating, communicating, selecting, hiring, promoting, firing, monitoring performance, developing, coaching, mentoring, presenting, influencing, politicking, innovating, managing time, facilitating change, and managing remote teams.

The bottom-line is that successful managers are better at managing and motivating than their peers. They define the specific outcomes they seek and help their direct reports harness their individual talents and aspirations to achieve them. They identify and reinforce individual strengths and uncover strategies to support and develop weaknesses. They tirelessly seek the right fit for a person’s talent, fairly reward performance and search out challenging and meaningful assignments for their teams.

To gauge your success on any management training program, always strive to measure and move at least one of the following key metrics:

  • Leadership execution effectiveness of key corporate strategies.
  • Employee attraction, development, performance, engagement and retention.
  • Project cost, quality, and time.
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