>I’d like coaching please

>I want to provide a look at how you should be planning your management training for your organisation. There’s a lot of iffing and aahing about what constitutes good management in today’s world. There is structure you can and should have in place and all it takes is a bit of planning.

The first thing I have to talk about is whether or not you go external or internal. That’s to say should you bring in an external trainer or have someone internal deliver the training? The answer to this lies in where your budget lies and how you choose to spend it. There are some very good external trainers who will do a stellar job of training in this field. Just please, whatever you do, get some ‘free’ or ‘taster’ training first as you don’t want to pay £oooo’s for someone only to realise the training has been dead pan. To further this, if you have used a particular external trainer you’re happy to recommend to others please let us know in the comment section below.

Also, I’m not getting into defining leadership over management. In truth, the two terms are so interchangeable that it only really makes a difference to those concerned with titles.

Ok so there are 5 categories of management training you need to give thought to.

1) Management Essentials. This is about giving the managers who are in their role anew or within a 18-24 month old a core look at the things they need to know. Policies, procedures, core management skills such as objective setting, feedback skills, performance management, basic coaching skills, some models on motivation, delegation and flexible management styles. These are the core things that any new manager just has to know. Without this they’ll forever be lost in the sea of management and never know if they’re on the right path.

2) Effective Management. This should be for managers who are experienced in their role, have had teams to look after and need to know what more is expected of them. At this level they should be exposed to a psychometric tool of some sort to raise their own self awareness and give them insight into how other personalities are likely to either support or clash with one another, including their own. There should be some further development of actual management models such as Situational Leadership or a Coaching model such as GROW, better description of techniques surrounding motivation either delving into studies from Gallup or Roffey Park, and some form of business insight or business acumen development from leaders in the business.

3) Emotional Intelligence. This should be for managers who are growing in their role to a senior role and need to be able to understand how to work with a wider group of people and increase their influence across the business. Emotional Intelligence is a much disputed area of management devleopment in recent years. To be honest since competency frameworks were introduced, EI is the last big model introduced in the last 20 years. The dispute arises from the fact it’s mainly credited to Daniel Goleman. If you can get over that, there are many good EI models developed by practitioners who are credible and very reputable. Namely Dr Reuven Baron or work doen by Consulting Tools. This should also include a proper 360 survey tool to truly unravel an indicidual and allow for genuine personal development.

4) Global Management Effectiveness. In an increasingly global world, this level of manager needs to be aware of cultural differences, how to get the best out of teams in other countries, how to deliver on projects that involve global clients, effective multi-national communication. This is a truly difficult topic to handle and needs someone with experience in this field to deliver this.

5) Leadership Excellence. This is for those at senior levels within a business who are looking to find out what it is they’re missing. Training at this level is often about how to inspire teams, deliver a strategic vision, deliver powerful messages, operating at a level where you’re thinking about the future and long term development of the business.

So where does Coaching fit into all of this? Honestly? At every single point. But that’s a whole other blog post. In essence coaching should only be utilised if you are certain of the goals and purpose. If you think you need it because you’ve been hearing lots of great things about the great work Bob has been doing with other people similar in a role to you then you’ve got the wrong idea about where your personal development needs to be.

And you can take the categories I’ve named above and give them any other title you want to change them for. This is intended to provide a framework for overall management development. There are other considerations I’ve not given them time of day to such as succession planning or talent management. To be honest though you can take those concepts and adapt the above to fit those.

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Sukh Pabial

I'm an occupational psychologist by profession and am passionate about all things learning and development, creating holistic learning solutions and using positive psychology in the workforce.

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