This is the second part of my examination of Management Training Programs as a management design. In the first part of this series, I describe how the impact of a management training class inevitably fades or never even takes hold in the first place. In today’s article, I examine a few forces outside of the training class that have the possibility, if not the likelihood, of creating different or even the exact opposite behaviors from what was covered in management training.
The scenario is this: A new or existing manager attends a management training program. This program can range from a few hours to several days. Then what happens? In many programs, nothing. The manager is expected to go and apply what was learned in training. In others, a mentor might be assigned. While I’m supportive of training and mentoring as a component of management design, current management design tends to be too weak to achieve this goal, often to detrimental effect. See if these conditions apply to your organization:
Is it possible for the manager to do something different (or even the opposite) from was covered in management training class?
The Manager by Design blog advocates for a new field called Management Design. The idea is that the creation of great and effective Managers in organizations should not occur by accident, but by design. Currently, the creation of great managers falls under diverse, mostly organic methods, which create mixed results at best and disasters at worst. This is the latest of a series that explores the existing designs that create managers in organizations.
Today I discuss a common and consciously-created current design to create managers: The Management Development Training Class.
In this design, the new or existing manager goes to a training class to learn the skills necessary to be a better manager. Awesome! This is very much needed, as there are many mistakes that managers make, and something needs to be done to make sure both new and existing managers don’t make them.
The training classes for teaching management practices can be internal (developed inside the organization), or external (developed and perhaps delivered outside the organization). They can take place over the course of a few hours, or perhaps over several days. Some management development programs very consciously take place over a series of months and have regular check-ins on how it is going with the new manager. More sophisticated management development programs will have mentor programs.
I’ve very supportive of any effort to improve the quality of management skills, and the management development class is a great way to start, and should be a cornerstone of any management design. So as a start, let’s give cheers to the management development programs out there!
But how does a management training program stack up as design? Read more