7 Responses

1. keeping it real for new appointees
   Hi Alice
   You are right to identify that this population do not want to listen to lectures (in fact I am not sure any group want to…)

   There are many options here and I would say 2 main routes:
   1) conduct a TNA and identify key topics in your organisation (as managing in one org has diff priorities from another)
   2) use a generic programme to ‘kick start’ the learning.

   I have designed & delivered several of these types of programmes ranging from 7* 1/2 days through to 15 day programmes – having several accredited with organisations like the ILM.

   You may want to include topics like:
   The role of the manager
   Delegating for the first time
   Conduction appraisals
   Basic financial awareness
   Managing others
   Planning work etc…

   For me delivery style is very important. If you want participants to buy-in to the training it needs to meet their needs – perhaps even adapt the content on the day to their perceived needs. When they can own the training they are likely to apply it. I would look at starting the format of the programmes with a great engaging ice breaker – the first session a little more talk – then slowly get them to input more – draw out from them what worked in managing and engaging them – then using exercises to demonstrate learning. High levels of interactivity are important. Use discussions; ask them to share case studies etc.

   This audience is often the most difficult and at the same time the most rewarding.

   Hope this helps
   Mike

2. Management training
   Alice

   You also need to add training on managing people as this is where so many managers fall down. They are good at the technical skills that is why they are promoted, but not necessarily good at HR.

   Sandra Beale FCIPD

3. Supervisor Training
   Hi Alice

   We have a framework of management programmes.

   On our Supervisor Training, we use a quote (see below) to help explain the role of a manager

   “Being a manager now means your success is no longer dependant on how well you do your job, but also on how well you get things done through other people.”

   We then go on to look at key skills that support this, such as:

   Communication
   People Management
   Dealing with Difficult People and Situations
   Motivation
   Coaching

   We run activities to explore each of these and have action cards for the delegates to fill in with what they need to change or do differently.
   We use John Adair, Maslow, GROW Model for Coaching and look at different management sytles.

   A good book to issue new managers is ‘Managing for the First Time’ by Cherry Mill. Its a CIPD Management Shapers book and gives advice on a managers first 100 days. It covers what to do and how to go about it. Its useful for anyone new to management or as a template for managers who have taken on a new team.

   Hope this helps
   Rosanne Goose

4. New Manager Training
   Hi,

   We have a full in house Management Development Programme aimed at existing/ new or aspiring Managers. These are very interactive learning activities drawing on the experiences of existing Managers and mainly discussion and activity based. We have had particularly good feedback from this approach as Managers get to share experiences in a confidential and friendly environment and continue to support each other outside of the training room as well. To give you an idea of the areas we look at this is a list of our progamme:

   Assertiveness
   Coaching Skills
   Delegation
   Discipline & Capability
   Influencing and Persuading
   Leadership Styles
   Manage Self
   Motivate Your Team
   Managing Meetings
   Performance and Development
   Presentation Skills
   Recruitment and Selection
   Report Writing
   Stress Management

   We also organise Managers Forums to facilitate Managers getting together following on from any of the courses. These were to continually support and provide a medium for Managers to support each other.

   We do use a couple of local external suppliers for a couple of the courses.

   I hope this is of some use to you.

   Thanks

   Sarah

5. Make it real
   Hi Alice

   I agree with all of the above, some great ideas.
   As an addition, you could ask some of the mofe experienced managers in the organisation for some examples of the type of situation they have had to deal with that they found challenging. You could then use these as case studies/discussions to give your group some further understanding of what their role entails.

   Hope this helps.

   Sue

   ps. Nice new photo Mike!!

6. Thanks for the great contribution
   Dear all,

   Please accept my heart-felt gratitudes for all the suggestions. I totally agree with Rosanne’s quote about the role of being a manager as compared to their previous ones. I’d definitely share this with my colleagues. I’m still looking for more ideas and referred websites to facilitate my research in this area.

   That said, I’d like to add on legal knowledge in handling e.g. recruitment, disciplinary actions etc to help managers aware what questions to avoid asking during the interview because of the Discrimination Act. In Hong Kong, people ususally are not very well alert of this Ordinance.

   Hope we could have more fruitful sharing and allow me to wish you all a Merry Christmas!

   Best regards,

7. Arian Associates Ltd
   Contact your local college/university and enquire about Institute of Leadership & Management(ILM) & or Chartered Management Institute (CMI) management development programmes. They will not only provide your managers with the learning you require but will offer nationally recognised management qualifications, and with the assignments and projects that have to be completed as part of the programmes will give your organisation added benefit. Management courses these days are not normally the old fashioned ‘chalk and talk’ affairs of old – sound them out, you will be pleasantly surprised.