Bad Managers Need Training
How can you get your money’s worth with new hires? The top three reasons employees jump ship so soon are:
- 48% of newbies who quit said it was because the company had unrealistic expectations about them
- 33% said it was because their supervisors didn’t give them enough support, and
- 23% said they didn’t have the skills they needed to do the job.
Predicting an employee’s success is one of a company owners toughest jobs — and that includes hiring or promoting for a managerial position. Here are some of the common reasons new bosses fail:
1. They put too much focus on details. Many managers are promoted because they were great employees and have a lot of technical knowledge — but they don’t get the training or experience they need to handle people effectively. That leads to managers who are too focused on how their employees get work done, instead of the bigger-picture issues like keeping the staff productive and motivated. One solution: Soft skills training can help a great employee make the transition to supervisor.
2. They can’t handle criticism. One key part of a manager’s job: listening to employees and changing styles to create an environment that lets employees do their best work. But too many new managers get defensive and ignore employees or overreact when they get criticism. Employees or outside candidates chosen for managerial positions should prove they can handle feedback and adapt accordingly.
3. They lack self-confidence. Managers need to take feedback seriously. But at the same time, they’re there to lead — and only those who trust their own judgment can get the job done.
4. They get territorial. A manager’s real job isn’t just to ensure the success of his or her department — it’s to do what’s best for the company as a whole. But some new managers focus only on themselves and their staffs, at the expense of other departments. Good managers learn to cooperate with each other and recognize that every department is important to the organization.
Many managers’ have complaints about training: “I’m too busy for this,” or, “That stuff doesn’t happen here,” or, “It’s not my job.” How can you get those stubborn supervisors on board?
They should understands the liability companies face when managers don’t pay attention to legal training or skip it completely — but that doesn’t mean all managers get it. And it’s especially tough to change their minds when you don’t have direct authority over the person.
It’s not a lost cause, though. Here are some ways to boost the interest in training:
- Help them out with time – If time really is the main reason supervisors are reluctant to be trained, work with them to make it as convenient as possible. They may be able to complete the program in bite-sized sessions; or they might prefer to take care of it in one day. The only way to know is to ask.
- Relate it to their people – Many managers don’t buy into training because, as they say, they “already know how not to harass anyone.” So make sure they understand the other key topics you cover — like effectively communicating with their staff and dealing with problematic behavior of the people who report to them.
- Look to the top – When you notice a problem with a supervisor, talk to upper management. Those execs will likely have a better grasp of how legal training relates to the bottom line — and they can discipline managers who still have problems with attending.
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