“Do I need to do a management development programme?” It doesn’t sound like a particularly difficult question but for some managers admitting they are struggling in their role is tantamount to admitting failure, or that their admission will be perceived as a sign of weakness. In reality it is neither. Mike Gaffney explains why looking for help in the form of a management development programme is a clear sign of strength not weakness. Keeping it simple, what’s needed is an open and honest discussion between the manager and the boss.
Try to clearly state what the actual need is regarding your current situation. It could be as simple and as frustrating as:
“Look I don’t feel confident in my management role. I used to work with these people 6 months ago. Now I’m their supervisor but they still see me as a colleague. I’m finding it hard to delegate and there’s one particular member of the group who won’t accept that I am now his manager. How can I sort this out?”
Very few senior managers or employers would respond negatively to such a request, because first of all the individual is showing huge commitment to the company but also to changing themselves in order to improve their performance. If you have somebody of that mind-set, they are valuable and you want to keep them and tap into more of their potential. They have had the courage to come to you and put their case to you. From the boss’s perspective, this is someone who wants to develop and contribute more so they should be willing to make that happen. The return on investment in getting managers performing to a high standard is very substantial.
By having that conversation with your boss, you invite open and honest discussion and get their perspective which helps to lock them into a commitment. It is not a sign of weakness to go to your boss and admit that you are struggling in the role and that you need help. On the contrary it is a sign of strength. When you make yourself vulnerable and challenge yourself you will often find the world responds by saying “fair play, you are giving it your best shot.” You might assume that people see it as weakness when really the world sees it as courageous. We don’t like being vulnerable because it’s an uncertain feeling and we don’t like uncertainty, but others often see it differently; they see it as a sign of strength.
With the economy improving we are finding more and more employers asking the question, “how do we retain our best people?” Well, one way is to provide them with all the support they need. So managers should ask for the support that will make a difference to you and your organisation.
Click the link to learn more about LEAP’s management development programme.
Interview with Des Kirby
We work mainly with business owners and managers in the SME sector and what we find in general is that they have a clear idea of what they want to achieve with their business, but what they don’t have are good methodologies in terms of implementing their vision for the business. One of the programmes we deliver is the futureSME and the management team programme. These programmes try to help business owners and senior management teams to deliver true leadership in the organisation. Any discussion about leadership effectiveness can be quite difficult to pin down. It’s about behaviour which is very hard to measure and values that can be difficult to articulate. At LEAP we have our own template that we go through with business owners. Here are 4 ways to increase leadership effectiveness.
1. Clarify the vision
The first thing we look at is the vision. We clarify what the leader’s vision for the company is by asking the question, ‘where do the leaders see the company going in the next two to three years?’ It’s about articulating that vision and finding a way to communicate that vision to the rest of the organisation.
2. Decide the purpose of the organisation
Once the vision has been established and clarified, we look at the core purpose of the organisation; what does the organisation represent and what do they want to achieve? I use the example of Ryanair distilling their message or purpose down to just two words – no frills. We try to help organisations to simplify their message and what it is they represent, so people in the organisation are clear about what behaviours and attitudes and standards are being set. That’s not just for the benefit of the staff but also to establish that sense of purpose for customers and suppliers as well.
3. Establish goals
Once we establish that purpose we look at the three or four primary goals that the organisation wants to achieve. Then we find a mechanism to articulate those goals particularly through visual management systems. One of the visual tools we use are Gantt Charts featuring various lines of action, where we assign work to people, in other words who is going to do what and when. It’s essentially a visual monitoring system , like a traffic light system to show what’s working and what isn’t. Green means the action is on target, orange means the action has been delayed or is still in progress and red is for tasks that have missed their completion date.
4. Measure performance
Another thing we try to establish is what the correct key performance indicators (KPI) are in the business. KPIs show the activities of team members and the level of progress in different areas within the business. One of the things I find working with companies is that they either have no KPIs at all, or they are measuring some KPIs but they are the wrong ones. The KPIs they are measuring are driving the wrong behaviours and activities within the organisation. That can greatly hinder a company’s performance and needs to be corrected as a matter of urgency.
So it’s very important that everything is aligned from the leader’s vision to the purpose of the company through to the goals, lines of action and KPIs. You can talk about leadership styles and the different types of leaders, but if you follow this clear methodology you can’t go far wrong.
John Raftery is Senior Partner and Executive Coach at LEAP. To learn about our leadership and management programmes click the button below.
T: 091 755736
Content Manager: Des Kirby
LEAP would like to say many congratulations to the NUIG staff who recently completed LEAP’s Management Development Programme. Upon completion of the programme participants received their Level 6 QQI Component Certificate in Managing People. We wish all of you continued success in your careers.
Pictured: NUIG staff with their QQI Level 6 Certificate in Managing People
Front Row: Nuala McGuinn, Tricia Cunningham (LEAP programme facilitator), Orla O’Donovan, Sylvia McDonagh
Back Row: Ronan Kennedy, Kevin Hynes
Every team member needs to ensure that they maximize their contribution to the company. Companies require a fully engaged team to deliver consistently high levels of performance. To support team members in raising their game LEAP’s programmes, built around core people performance areas, will enable individuals to increase their contribution by applying proven practical approaches with immediate impact on the organisation.
Click the button below to learn more about our leadership and management development programmes for managing directors and team managers.
Click testimonials to find out what our clients have to say about LEAP’s services.
T: 091 755736
Executive coaching programmes can benefit business leaders of all kinds whether you run a small, medium or large company. An executive coach can offer a business owner or senior manager an objective view of their performance as team leaders as well as offering fresh perspectives on their vision for the business and where it is going. Executive coaches don’t tell business leaders how to run their companies but they do give them open and honest feedback that they can use to their advantage to improve both their individual performance and the overall performance of the business. Executive coach John Raftery outlines 3 reasons why you need executive coaching and the role it plays in effective leadership development that benefits the whole organisation.
1. Executive coach as a sounding board
The first reason it works is because to a large extent business leaders don’t get an opportunity to talk in a confidential and safe environment. The key thing is that they can use the executive coach as a sounding board. Just trying to articulate their own ideas can be a challenge for business leaders. To a large extent business leaders live inside their own heads. Then they try to communicate with their staff and it can be difficult for staff to interpret what’s in the leader’s head. Communicating ideas to staff can be challenging. They may be cautious about articulating certain issues or concerns that they might have. So the first thing executive coaching does is it gives people the ability to try and articulate what is going on inside their own heads.
2. Provide feedback
The second thing an executive coach does is provide feedback, and ask challenging questions of the leader as well. It’s important that the executive coach has experience, has some knowledge or background in business so they have credibility with the leader in terms of giving feedback and acting as a sounding board.
3. Inspire action
The third thing an executive coach can do is inspire people to take action or prevent procrastination. A lot of leaders have particular issues that they know they need to address. But as long as it stays in their head they will never get around to actually dealing with it. But an executive coach will listen to you and challenge you and encourage you to take action. To start implementing a plan of action and set deadlines to deal with issues, and be confident that once you deal with those issues you can give further feedback to the coach. You then use that feedback to see how things have gone and decide where to go next.
It’s important to point out that executive coaching is non-directional. It’s a process that allows the business leader to make up their minds and come to their own conclusions. You’re suggesting ways forward, you’re asking the leader ‘what if’ or what are the alternatives. Is there another way of looking at this or how do they feel about approaching a problem in another way? What do they think the outcome would be if they tried an alternative solution? You are not saying to the leader ‘this is what you should do.’ You can offer advice and guide people in a certain direction but ultimately the business decision rests with them, they must come to their own conclusions. So really executive coaching is about providing the space for business leaders to explore options they may not have otherwise considered and then letting them come to their own conclusions. That way they take ownership of their decisions rather than passing responsibility to someone else. They own the decision and if they own it they are far more likely to follow through and implement it.
John Raftery is Executive Coach at LEAP
Interview by Des Kirby
Click the link below to learn about LEAP’s Executive Coaching programme for business leaders and senior managers.
Tel 091 755736