Training Industry Magazine - Summer 2016 - (Page 57)
WHY DO WE
- KE N B LANCH ARD AND S COT T B LANCHAR D
Companies rarely think about providing
training to people making the transition
into their first leadership position until
the individual actually settles into their
new role-or later. For example, the
average tenure of people enrolling in our
new first-time manager training program
is two years. And research by Jack Zenger
has found that most managers do not
receive training until they have been in a
leadership role for almost 10 years.
That's a shame, considering how much
better things could be for everyone if
leaders would receive the training they
need when they step into a new job on
Don't hold your best people back. In
fact, don't hold anyone back. Why not
train everybody who desires it? The
people who raise their hand and asked
to be included in leadership training
are the people who end up being the
best leaders in your organization. Show
everyone you value them and are willing
to invest in their development.
WHY DO WE WAIT?
This is much too long of a delay and
it underestimates just how difficult it
is to manage the work of others. As a
result, CEB research has found that 60
percent of new managers underperform
in their first two years, with negative
consequences for both new manager
and direct reports. Harvard business
professor and leadership author Linda
A. Hill asserts that without training,
new leaders who do survive their first
two years often end up with negative
leadership habits that impede their
effectiveness for the rest of their careers.
So why don't organizations train new
leaders earlier in their careers? Michael
Ownbey, who heads up our online
learning practice, believes it may be a
holdover from the past when training
was cost prohibitive and organizations
would only invest in people who were
definitely going to remain with the
company. Organizations have become
comfortable with the idea of reserving
training until people have been in
their role for awhile, similar to what
Jack Zenger's research identified. And
although this may have made some
sense in the past when training was a
two- or three-day classroom event, the
arrival of blended and virtual options has
dramatically reduced the cost involved.
It is estimated that more than two million
millennials step into their first leadership
role each year. This generation is very
interested in learning and developing
managerial skills they need to succeed.
Organizational focus should be on
helping first-time managers learn
effective leadership skills before they
take on management positions. That first
year is critical. The skills people learn in
their first year of management can be a
foundation for success - or the lack of
it - for the rest of their career.
We've all seen the impact of poor
leadership habits and are familiar with
how difficult it is to change behavior once
it has become habituated. Research we
conducted with more than 400 human
resource and training professionals
found gaps of 20 to 30 percent between
what people wanted from their leaders
and what they were experiencing in key
areas such as performance planning, dayto-day-coaching, performance review,
Organizations are making a big mistake if
they delay training people - especially
high potential younger leaders. People
hungry for growth are unwilling to sit
on their hands and bide their time.
If your organization is like ours, your
best and brightest have already asked
for additional training and growth
opportunities. That's a good sign.
Companies that deny access to training
are discouraging potential new leaders.
DON'T HOLD YOUR
BEST PEOPLE BACK.
growth, and development. The people
polled said their managers were falling
short in all of these areas.
T R A I N I N G I N DUSTR Y MA GAZ INE - SUMMER201 6 I WWW.TRAI NINGINDU S T RY . C OM/ MAGAZ I NE
We can do better than allowing 60
percent of our new managers to
underperform. With inclusive policies
that identify and provide people with
the training they need, we can greatly
improve this statistic to the benefit of
the new manager, their direct reports,
and organizations as a whole. Let's get
Scott Blanchard is a principal and executive
vice president of The Ken Blanchard
Companies. Ken Blanchard is the bestselling co-author of "The New One Minute
Manager" and 60 other leadership books.
Email Scott and Ken.
Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2016
Table of Contents
Three Strategies to Ensure Your Training Has Tensile Strength
Experience, Exposure and Education
Beyond the Classroom Paradigm
Applying the Buddy System
Purpose-Driven Professional & Organization Success
Making It Personal: The Four Pillars of High-Impact Mentoring
Blowing Your Millennial Mindset
Hidden Forces: Unconscious Bias in Learning
Memory: The Critical Bottleneck to Learning
Gender Barriers & Solutions to Leadership
Cognititive Collaboration: Utilizing Diverse Thinking & Behavioral Preferences
Get Into the Act: Accelerating Collaborative Teamwork
Dispelling the Five Myths of Microlearning
Quicken Loans: Culture Driven
Developing Global Leaders: On-the-Job Leadership Development
From Where I Sit
Why Do We Wait to Train Our Managers?
Is Knowledge Overrated?
Is Your Business Acument Showing?
Avnet Expands Services with ExitCertified Acquisition
Training Industry Magazine - Summer 2016