Training Industry Magazine - Summer 2023 - 29

Equipping and supporting middle managers has
become critical to any organization's success.
This seems like a lot because it is. But
if spans of control are reasonable, and
there are development, coaching and
rewards in place (our next actions),
these expectations are achievable.
Impactful development
The third part of the manager ecosystem
- delivering effective development
programs - is probably familiar to
many of us. Providing skill development
opportunities that match and reinforce
the expectations we set for managers is
essential to supporting managers. The
behaviors and correlating skills needed
should drive the content of the program.
the manager does versus the direct
report. Consider folding a two-person
team into another team unless there
are plans to grow.
* Does the manager not have enough
scope or influence based on the work?
In this case, perhaps the manager has
the right number of direct reports but
lacks the authority to match the work
they are responsible for. Consider
working with leaders to ensure
authority is granted to match the
scope of work.
* Does the manager overlap with
another manager in terms of scope?
This situation can lead to confusion
and disengagement in a hurry. While
many of us may serve the same
client or work on the same process
or system, roles and responsibilities
need to be clear and distinct. Consider
getting clearer on roles, processes
and hand-offs.
If we look at the level, variation and
scope of the team's work, this activity
will help determine how many direct
reports managers should have and can
reasonably manage.
Clear Expectations
After determining the appropriate team
design, ensure that the performance
expectations
of managers are
clear,
reasonable,
widely
and understood.
Unfortunately, some managers are unclear
as to their role in processes like hiring,
onboarding and career development.
Some even think these activities are the
sole responsibility of HR.
It is important to write down and share
expectations of managers within the
employee
lifecycle
framework.
It
is
even more important to ensure people
understand these expectations before
they raise their hand to be a manager and
even gauge their readiness level through
an assessment, if possible. Setting better
expectations of what it means to be a
people manager up front helps set the
right tone from the beginning.
These expectations also need to a part
of
the
performance
process,
which
means they should receive feedback
and rewards related to management
behaviors. Managers also need to be
afforded the time to manage. Too many
organizations add people management
onto already more than full-time jobs.
Management, as a role and skill set,
requires time and energy to focus.
Manager expectations should
include something around hiring and
onboarding, managing and coaching
performance, developing teams, guiding
and setting priorities and inspiring
teamwork and collaboration.
TRAINING INDUSTRY MAGAZINE - SUMMER 2023 I WWW.TRAININGINDUSTRY.COM/MAGAZINE
Employees are busy; managers are even
more busy. Integrating development
into their work can help them engage
and ensure the learning sticks since we
tend to forget over time.
Personalized Coaching
As an extension of the formal
development
program,
acknowledged
Business has evolved dramatically in the
last few years and how we best learn
in today's hybrid environment has too.
While half-day and full-day workshops
are still an option, there has been a
shift to more of a drip method, where
we integrate short bursts of dedicated
learning time within a manager's
workweek. Instead of two focused
days, offer two hours for 6-8 weeks with
actions, coaching and connection points
in between.
Along with formal learning, manager
programs can include peer groups for
discussion and coaching for continued
learning. Nudges, tips and reminders
sent via email or Teams at key points
along the employee lifecycle, like
hiring or performance review time, will
keep the skills and content top of mind
when managers need it. Success story
articles and video or audio interviews of
successful managers can also help to
reinforce the learning and reward those
star managers at the same time.
providing
personalized feedback and coaching
to managers will contextualize the skills
and behaviors. This level of personal
development can be delivered by L&D
leaders or even other senior managers.
29

https://trainingindustry.com/magazine/winter-2023/lights-camera-action-behind-the-scenes-of-successful-hybrid-learning-events/ https://trainingindustry.com/articles/compliance/eliminate-stress-and-motivate-modern-learners-with-on-the-job-training/ https://trainingindustry.com/articles/compliance/eliminate-stress-and-motivate-modern-learners-with-on-the-job-training/ https://trainingindustry.com/articles/workforce-development/the-business-of-learning-episode-56-learning-across-the-employee-lifecycle-how-training-can-improve-the-employee-experience/ https://trainingindustry.com/continuing-professional-development/resources-for-the-learning-leader/training-needs-assessment-project-planning-checklist/ https://www.trainingindustry.com/magazine

Training Industry Magazine - Summer 2023

Table of Contents for the Digital Edition of Training Industry Magazine - Summer 2023