Managers today are on a perpetual race against time. It's not surprising that most of them consider training programmes a waste of time. Nevertheless, training is needed, as not all managers are leaders and neither do all of them possess excellent interpersonal skills.
A few pointers on making training programmes for managers effective and brief.
1. Dump outdated training design methods
Conventional training programmes begin with an icebreaker, move on to introductions, build the environment and then discuss the agenda and objectives. Managers have no patience with time-consuming activities that serve little purpose. The conventional training approach should be replaced with one that addresses the following:
# Why are they attending the programme?
# What value can they derive from the session and where can they apply it immediately?
# What will they specifically learn from the session and how will the session help them apply it?
2. Avoid meaningless charts
Most trainers write almost everything anyone says on a flipchart, with the intention of referring to it later. This is a time consuming and pointless exercise. Discussing the ideas with the group is a better option.
Activities should not be included just for the sake of variety; they must add some value to the training. Discussing real-world case studies is better than 'pairing with a partner' games. Flip charts and such games are passé.
3. Make it fast-paced
Time is revenue for most companies. Discussing the same point for two-hours can be very frustrating. Monitor discussions to ensure they don't deviate from the point. Also, omit activities that do not add value.
4. Understand business
The trainer must know and understand business. Trainers must read business magazines to keep abreast of current trends in business. They must be informed about innovative practices being employed successfully by other companies. Using real business examples in sessions greatly enhances the credibility of the trainer.
5. Consider business as top priority
For busy managers, training is just one of the many things done in a day. Therefore, trainers must not be defensive when managers talk about their frustration about being in training programmes. Instead, they could make the sessions worthwhile and relate the training needs to business demands. Rather than ridiculing them for not being committed, trainers need to demonstrate how their training can affect their business positively. Trainers must assume that managers are committed, despite being overworked.
From India, Delhi
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115A few pointers on making training programmes for managers effective and brief.
1. Dump outdated training design methods
Conventional training programmes begin with an icebreaker, move on to introductions, build the environment and then discuss the agenda and objectives. Managers have no patience with time-consuming activities that serve little purpose. The conventional training approach should be replaced with one that addresses the following:
# Why are they attending the programme?
# What value can they derive from the session and where can they apply it immediately?
# What will they specifically learn from the session and how will the session help them apply it?
2. Avoid meaningless charts
Most trainers write almost everything anyone says on a flipchart, with the intention of referring to it later. This is a time consuming and pointless exercise. Discussing the ideas with the group is a better option.
Activities should not be included just for the sake of variety; they must add some value to the training. Discussing real-world case studies is better than 'pairing with a partner' games. Flip charts and such games are passé.
3. Make it fast-paced
Time is revenue for most companies. Discussing the same point for two-hours can be very frustrating. Monitor discussions to ensure they don't deviate from the point. Also, omit activities that do not add value.
4. Understand business
The trainer must know and understand business. Trainers must read business magazines to keep abreast of current trends in business. They must be informed about innovative practices being employed successfully by other companies. Using real business examples in sessions greatly enhances the credibility of the trainer.
5. Consider business as top priority
For busy managers, training is just one of the many things done in a day. Therefore, trainers must not be defensive when managers talk about their frustration about being in training programmes. Instead, they could make the sessions worthwhile and relate the training needs to business demands. Rather than ridiculing them for not being committed, trainers need to demonstrate how their training can affect their business positively. Trainers must assume that managers are committed, despite being overworked.
From India, Delhi
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Hi there!
Whatever was mentioned above is now a thing of the past. Nowadays, every busy manager knows the value of training. That is why companies' budgets for training are increasing day by day, as training is the area through which the productivity and competence of any process, person, or institution can be greatly enhanced.
In today's corporate world, training programs like how to craft a team, how to lead a team, creating a great institution, etc., are organized especially for busy managers. These programs are very interactive in nature, and the trainer plays the role of a facilitator while busy managers hone their competence in the fields of leadership, team building, delegation, innovation, etc.
With best regards,
Alok Goel
From India, Bharat
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Whatever was mentioned above is now a thing of the past. Nowadays, every busy manager knows the value of training. That is why companies' budgets for training are increasing day by day, as training is the area through which the productivity and competence of any process, person, or institution can be greatly enhanced.
In today's corporate world, training programs like how to craft a team, how to lead a team, creating a great institution, etc., are organized especially for busy managers. These programs are very interactive in nature, and the trainer plays the role of a facilitator while busy managers hone their competence in the fields of leadership, team building, delegation, innovation, etc.
With best regards,
Alok Goel
From India, Bharat
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There are points I agree with in archnahr’s post. Some points, though, are too general to apply to all management programs. In particular, instead of speeding things up (“Make it fast-paced”), I would say we need to slow the pace down. For effective learning, managers will need to progress through all four phases of the learning cycle: test, experience, reflect, abstract. This takes time. Rushing through a four hour program will see little behavior change in managers back on the job.
Some things that will improve the effectiveness of management training are:
1. chunk the program into weekly sessions, e.g., one four hour session per week for 10 weeks
2. prompt participants to use skills learned back in their workplace between sessions
3. allow time for participants to feedback to the group their experiences and allow lots of time for discussion and reflection
4. after the program, assign each participant a coach to work with to further develop their skills
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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Some things that will improve the effectiveness of management training are:
1. chunk the program into weekly sessions, e.g., one four hour session per week for 10 weeks
2. prompt participants to use skills learned back in their workplace between sessions
3. allow time for participants to feedback to the group their experiences and allow lots of time for discussion and reflection
4. after the program, assign each participant a coach to work with to further develop their skills
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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Hi! ya, i do agree that mentoring is a widely used option to enhance the competence of managers. By the way Vicki, topic is "How to train BUSY MANAGERS". with best regards alokgoel
From India, Bharat
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From India, Bharat
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Hi Alok & Vicki,
The points summarized here are basically to train very busy managers, so they cannot be applied to general training.
Thanks for sharing your opinion on this topic.
Cheers,
Archna
From India, Delhi
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The points summarized here are basically to train very busy managers, so they cannot be applied to general training.
Thanks for sharing your opinion on this topic.
Cheers,
Archna
From India, Delhi
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Alokgoel, in my country, US and UK, mentoring is *not* a widely used option for management raining. I would be very pleased to hear that the situation is different in India.
Re busy managers, I find that the principles of effective training do not change according to how *busy* a person is. Shortening a seventeen day training program to seven days, no matter how skillfully, just because managers are “busy”, will not create a more effective program. It will just mean that seven days of a manager’s time are wasted on ineffective training.
We seem to think that because we do not professionally train managers and supervisors before they take on a manager/supervisory role, as we do with other professions, that we can somehow create competent managers/supervisors on the cheap and in an instant.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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Re busy managers, I find that the principles of effective training do not change according to how *busy* a person is. Shortening a seventeen day training program to seven days, no matter how skillfully, just because managers are “busy”, will not create a more effective program. It will just mean that seven days of a manager’s time are wasted on ineffective training.
We seem to think that because we do not professionally train managers and supervisors before they take on a manager/supervisory role, as we do with other professions, that we can somehow create competent managers/supervisors on the cheap and in an instant.
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
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Hi!
Vicki, I fully agree with your point of view and the points stated above. Inadvertently, the word mentoring was used, which has no relevance in the present context. I take back that statement. 😳
In Archana's initial post, I do not agree with certain points based on my knowledge and experience. I want to add more later.
Regards,
Alok
From India, Bharat
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Vicki, I fully agree with your point of view and the points stated above. Inadvertently, the word mentoring was used, which has no relevance in the present context. I take back that statement. 😳
In Archana's initial post, I do not agree with certain points based on my knowledge and experience. I want to add more later.
Regards,
Alok
From India, Bharat
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Busy managers need training as much as anyone else, simply because they need to be thoroughly equipped to perform at optimal levels.
However, what is needed is a thorough analysis of training needs, based on discussions with each of them. One or more may need specialized training in specific areas, while others may not. In such cases, it would be preferable to select intensive external training courses which would be need-based and effective and send those in need of such training to them.
Where there are new applications or new insights, or where it is felt that a number of managers need to refresh their skills on a particular area, then have internal training programs conducted by external trainers; these must be effectively crafted to meet specific requirements; practical solutions based on theoretical truisms are the need of the hour.
For instance, a number of trainers conduct set courses on Time Management Skills; others provide set courses on Stress Management. In my own case, I never conduct these separately, nor am I complacent enough to use the same training material for every level of participant.
Instead, I give a combined Time & Stress Management Course because a deficiency in any one is bound to lead to a deficiency in the other. Also, I am constantly changing the material to meet the requirements of specific levels of management and provide different specially designed case studies which relate to the participants' seniority/function.
It helps, and my participants are optimally satisfied.
Jeroo
From India, Mumbai
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However, what is needed is a thorough analysis of training needs, based on discussions with each of them. One or more may need specialized training in specific areas, while others may not. In such cases, it would be preferable to select intensive external training courses which would be need-based and effective and send those in need of such training to them.
Where there are new applications or new insights, or where it is felt that a number of managers need to refresh their skills on a particular area, then have internal training programs conducted by external trainers; these must be effectively crafted to meet specific requirements; practical solutions based on theoretical truisms are the need of the hour.
For instance, a number of trainers conduct set courses on Time Management Skills; others provide set courses on Stress Management. In my own case, I never conduct these separately, nor am I complacent enough to use the same training material for every level of participant.
Instead, I give a combined Time & Stress Management Course because a deficiency in any one is bound to lead to a deficiency in the other. Also, I am constantly changing the material to meet the requirements of specific levels of management and provide different specially designed case studies which relate to the participants' seniority/function.
It helps, and my participants are optimally satisfied.
Jeroo
From India, Mumbai
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Hi!
Well said, Jeroo. I add the following as my point of view:
A manager of a rock-n-roll band needs different capabilities from a supervisor in a hospice. Managing in Johannesburg is different from managing in Silicon Valley. Controlling a water treatment plant in Chennai poses different problems from steering General Motors through the twenty-first century.
Thus, the purpose of TNA for busy managers is to gather information regarding training gaps (which includes all levels of analysis - organizational, operational, and especially people analysis in the case of busy managers) to improve organizational performance and effectiveness. The essence of the system is to ensure that assets are enriched in a measurable manner.
Just to reinforce: if a manager is a great team builder but a poor problem solver, I argue that he/she should concentrate on improving problem-solving skills rather than honing an already sharp skill as a team builder. For many years, educators have not followed this philosophy; rather, they believed in building on strengths. My philosophy (plumber) can be best understood by imagining a plumbing system. Suppose water is bubbling up through your floorboards. There could be several reasons - a leak, fracture, overflow, etc. Your plumber's task is to ignore those parts of the system that are working, find the blockage/leakage, and rectify it.
It makes sense to focus attention on factors that are inhibiting the full achievement of the potential of a busy manager. I am practicing this HIGH IMPACT training model to train busy managers in my organization.
With best regards,
Alok Goel
From India, Bharat
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Well said, Jeroo. I add the following as my point of view:
A manager of a rock-n-roll band needs different capabilities from a supervisor in a hospice. Managing in Johannesburg is different from managing in Silicon Valley. Controlling a water treatment plant in Chennai poses different problems from steering General Motors through the twenty-first century.
Thus, the purpose of TNA for busy managers is to gather information regarding training gaps (which includes all levels of analysis - organizational, operational, and especially people analysis in the case of busy managers) to improve organizational performance and effectiveness. The essence of the system is to ensure that assets are enriched in a measurable manner.
Just to reinforce: if a manager is a great team builder but a poor problem solver, I argue that he/she should concentrate on improving problem-solving skills rather than honing an already sharp skill as a team builder. For many years, educators have not followed this philosophy; rather, they believed in building on strengths. My philosophy (plumber) can be best understood by imagining a plumbing system. Suppose water is bubbling up through your floorboards. There could be several reasons - a leak, fracture, overflow, etc. Your plumber's task is to ignore those parts of the system that are working, find the blockage/leakage, and rectify it.
It makes sense to focus attention on factors that are inhibiting the full achievement of the potential of a busy manager. I am practicing this HIGH IMPACT training model to train busy managers in my organization.
With best regards,
Alok Goel
From India, Bharat
Acknowledge(0)Amend(0)
Hello,
The post has very good points. Undoubtedly, training is necessary for all, whether the person is a manager or a 'busy manager'. As suggested by Archana, the methodologies need to be changed to suit the present requirements, taking into account the time factor. Not only the individuals but also the organization may not want to spend excessive time on this. What the organization may be interested in is good training in a short period so that the time of busy managers is not wasted. However, the training will only be successful when the input received is practiced diligently. Therefore, busy managers must implement things in a phased manner rather than all at once.
Wishes,
Senthil Raj
Email: karpavi_raj@yahoo.com
From Costa Rica, San José
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The post has very good points. Undoubtedly, training is necessary for all, whether the person is a manager or a 'busy manager'. As suggested by Archana, the methodologies need to be changed to suit the present requirements, taking into account the time factor. Not only the individuals but also the organization may not want to spend excessive time on this. What the organization may be interested in is good training in a short period so that the time of busy managers is not wasted. However, the training will only be successful when the input received is practiced diligently. Therefore, busy managers must implement things in a phased manner rather than all at once.
Wishes,
Senthil Raj
Email: karpavi_raj@yahoo.com
From Costa Rica, San José
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