What New Managers Really Need
Introduction
Starting a new role as a manager for the first time can be exciting but also intimidating.
The early experiences of a first-time manager can shape their career. Many are not well-prepared for the challenges ahead and need all the support they can get.
Even the best manager training programs are often too general and theoretical, not providing new managers with the tools they need for real-world challenges.
What’s not working
Practicality and Time Efficiency
Location: In-person training, while typically the favored option, is often deemed impractical due to the fast-paced nature and hybrid structure of modern working environments. The need to commute to physical training sessions poses significant logistical challenges and time constraints for individuals striving to balance work and personal commitments effectively.
Pace: Drinking from a firehose for one week straight while the inbox is getting fuller puts a lot of unnecessary strain on anyone.
Content Relevance and Realism
Abstract Content: Many programs fail to bridge the gap between theory and the practical realities of management, offering content that's detached from the day-to-day challenges managers face.
Generic Approach: The prevalent one-size-fits-all training model disregards the distinct needs and contexts of different industries, companies, and cultures, rendering the training less effective.
Idealized Assumptions: Training is too often based on an unrealistic picture of organizational life, ignoring the complexities, uncertainties, politics, dysfunctional processes, and other imperfect elements that are the reality in most organizations.
Focus and Process Orientation
Goals Over Process: A significant misstep in managerial training is their focus on business goals without adequate emphasis on the processes that lead there. This can lead new managers to overwhelm, action paralysis and procrastination.
Rethinking Training for First-Time Managers
The Essence of Efficiency
Lean Approach: Focus strictly on essential content to maximize return on time invested.
Modularity: Design training to be flexible, catering to individual and role-specific needs.
Immediate and Relevant Onboarding
Rapid Start: Initiate training promptly post-role assignment. Days, not weeks.
Prioritization: Concentrate on the most critical aspects at the beginning.
Engaging Learning Methods
Interactive Learning: Employ methods that encourage active participation, especially in remote setups. “Team Coaching” with exercises and sharing is a good way to think about this.
Practical Application: Use role-plays and simulations to practice real-world scenarios.
Content Relevance and Pace
Real-World Scenarios: Integrate current case studies to enhance applicability.
Efficient Scheduling: Lay out intensive yet manageable sessions that complement people’s current commitments. Starting with two 2-hour sessions weekly provides a solid foundation. Anything less elongates the process and diminishes intensity, though more can be considered if the schedule permits.
Optimal Learning Environment
Group Dynamics: Small groups facilitate meaningful interaction and tailored feedback. An ideal cohort size could range from 3 to 5 individuals. When the group size exceeds this range, the quality of interaction and intensity diminish, leading to prolonged exercises. Conversely, with fewer participants (1-2), both the exercises and sharing experience are compromised, resulting in inefficiency.
Instructor Selection: When choosing a trainer and coach, look for someone with extensive managerial experience in relevant industries. They should also possess a strong background in teaching, facilitating, coaching, and mentoring while respecting the values and culture of your company.
Tailored Training Cohorts
Cohort Composition: Inter-company mixed cohorts are likely more effective for training experienced leaders, as they gain valuable insights from various companies and industries. However, for training first-time managers, it might be more beneficial to have cohorts specific to their own company. This approach also addresses issues of confidentiality in real-world situations and promotes better sharing among participants.
Personalized Support
One-on-One Coaching: Include personal coaching sessions for targeted development.
Extended Support Network: Assign mentors and peer buddies to support the manager's journey.
Comprehensive Skill Development
Beyond Basics: Offer feedback on a broad spectrum of skills, from team interaction to personal presence in virtual settings.
Conclusion
Effective training for new managers is crucial, focusing on speed, relevance, and practicality. Traditional, one-size-fits-all programs often fall short, failing to address the real-world complexities new leaders face.
A revamped approach should:
Prioritize essential, practical skills over theoretical knowledge.
Initiate training swiftly, aligning with immediate managerial responsibilities.
Adopt interactive methods and real-life scenarios to enhance learning.
Ensure training is flexible, allowing adaptation to individual and role-specific needs.
Provide personalized support, including one-on-one coaching and mentorship.
By concentrating on these key areas, training can truly support new managers in their critical initial phase, equipping them with the tools needed to navigate challenges and lead effectively.
