管理培训和发展

Management Training

Roger McGough的领导者

我想成为领导者
我想成为领导者
Can I be the leader?
我可以吗？
I can?
Promise? Promise?
Yippee, I'm the leader
我是领导者
好的，我们该怎么办？

新推动经理

主要是本文件的目标是针对新推动的管理者，但我们的一些建议将对那些在管理职位一段时间的人来说。

事实上，如果很多这不熟悉，我们会感到惊讶。

经理，无论是新指定还是长期的线束，通常都有相同的期望，并希望其他人投入到他们身上（独自一人）。

Staff Want to Look up to Their Managers

工作人员希望能够向他们的经理寻找指导，实力，洞察力，接受，同理心，关注，清晰度，公平性。

Oh, by the way, we forgot to tell you that you have to be Superman as well.

Here's something that we had to deal with in the very early days of Impact Factory, and it was our first encounter with a well-known syndrome that happens in many companies: good people who get promoted to a line manager's role who don't even last a year in the new job.

管理培训计划

我们创建一个培训计划for newly promoted managers; the managers had been engineers who were exceptional at their jobs. They were efficient, got on with customers very well, managed their work-loads, had good relationships with their colleagues. Then they got promoted to managing others and it all fell apart.

这是我们的第一次遭遇，但它肯定不是我们的最后一个，从那时起，我们已经为各级管理层做了广泛的培训，从一线经理到董事会。但我们经常恢复到一个在一个地区高技能的人会发生的粘性问题，似乎在晋升后很快就会失去它。

主要职业时刻

"Organisations promote people with the expectation that they have the knowledge and skills to handle the job rather than the knowledge and skills to handle a particular level of leadership. They assume that if they have performed well at one job, they'll likely perform well at the next one."
Charam，Drotter＆Noel的领导管道

That pretty much sums up the problem, doesn't it?

第一行经理

We know this can be particularly true for first-line managers who have come from a technical background. Up until now their focus and the company's focus have been on their technical competence; they have been valued, appreciated and rewarded for these skills and their esteem and confidence stems from this focus.

It can be equally true when someone is given a new team to manage or transferred to another department: this unacknowledged assumption that the promotion itself develops the newly needed skills.

逻辑上，人们知道它没有，但经常，每个人都在假装否则：不知怎的，它将全部修复自己“工作”。

Managers Require New Skills

But when moving into a new arena there has to be a recognition that these managers require new skills that they either:

已经拥有并且需要使用更多
已经有但是以前没有使用过
需要收购（当然这个是关键）

领导管道的作者继续谈论关键职业时刻以及人们如何出轨。一个关键的职业力矩是管理自我来管理他人的过渡转变。在这种脱轨中的定义因素是通过在其团队中使用可用的资源来有效地管理。

是的，但是为什么？

It is important to look at what can lie behind the possible 'derailment' of many first-time managers.

人们被宣传，谁似乎拥有一个良好经理的所有品质和技能。所以经常似乎没有按计划进行。

In our experience this can be caused by a combination of some or all of these factors:

A belief that they need to already 'know it all'
不愿意要求支持
A fear of looking weak
An inability to actually know how to manage others adequately
一个未定义的领导模式
缺乏自我意识和自我知识
A reluctance to try doing things differently, or try new ways of working
害怕“发现”
想要喜欢;想要令人印象深刻

管理者行为

The outcome of all of that can affect a manager's behaviour, which can include:

跑来跑去做一切，而不是管理别人做'跑来跑步'
接受他们管理的人民的任务和问题，而不是为他们的团队成员提供足够的支持和鼓励来解决任务
Avoiding conflict
忽视其员工的发展需求
Unconsciously undermining their team's confidence
严重管理他们的时间
Hoarding information to make themselves feel important
避免给予反馈或给予它不充分
Believing that they need to look busy all the time
Making up what they think the company expects instead of getting clarification
Covering up/bluffing

听起来有点熟？

And Then What Happens?

Inadequate Management

不幸的是，还有更多。这就是这些管理者管理人员所有这一切的敲击效应。管理不足的团队成员可以开始显示以下某些或所有行为：

挫折
消失
混乱
Actively undermining the manager
缺乏信任的
Poor timekeeping
An attempt to fill the leadership gap (but without the skills or certainly the authority to do so)
Complaining and gossipping to others
Avoiding the manager whenever possible

这些不一致行为的汇合 - 来自经理和团队成员 - 往往会导致平庸和对较低标准的隐含接受。生产力遭受，人们倾向于为“获得”的正确工作，而不是动力去额外的距离。

Working With Managers

However, in our now considerable experience of working with managers, if a line manager has a difficult and disappointing time, the end result may well be that they do one of the following:

Put a lot of energy into surviving, not thriving
Overwork and underachieve
Never achieve the promise they earlier displayed
离开

期望

Remember that Superman list we included at the beginning? All those expectations (burdens?) that managers have thrust upon them before they practically begin. The team have expectations, the company has expectations and of course, the manager has expectations.

In the excitement, ego (and monetary) gratification and anticipation of moving into a new role, all the potential problems or difficulties are forgotten or not even thought about. Most everyone has a vested interest in the manager succeeding, but not necessarily a lot of interest in facilitating that success.

There is Good News!

这不是所有的恐怖！重要的是要重视，并非所有经理比较。许多人，如果不是大多数似乎都有很高的自我意识，愿意发展（自己和他人），良好的可转让技能和适应他们职位压力的能力，这是这些经理茁壮成长。

在2004年在纽约人的一篇文章中，查尔斯米科纳写了关于克利夫兰管弦乐队，为什么他们在1918年创造以来，他们总是如此成功。他引用了一些音乐董事和批评者，他们突出了这个问题，可以只需轻松申请成功的公司经理。

Herbert von Karajan once said something absolutely brilliant

'I give them all the freedom they need to make them do what I want.'"

Clevelanders有一个音乐主任，似乎喜欢听到他们所说的话，而不是他享受讲述如何说出来。

The Cleveland Orchestra's first music director, Nikolai Sokoloff, laid down three commandments for the players.

'要准时'
'爱你的工作'
'Look at me'

Two Way Relationship

For us, one of the key messages from those snippets is that good management is a two-way relationship full of trust and mutual respect. The difficulty is when the manager feels unprepared, in over his/her head, unsure of where to turn and simply doesn't seem to be able to ask for the kind of support that would knock a lot of these difficulties on the head.

所以就在蝙蝠之上，我们知道成功所需的一些事情是心态，信仰和感情的转变，发展基本技能和能力以及行为的变化。

心态的转变，信仰和感情都是为了能够抓住你的手，说：“我需要帮助。”大多数人都会假设一切都很好，如果据说与这种假设相反。即使他们知道它可能不是真的，那就是发生的事情。因此，这可能是经理（即使是在工作中的人），让别人知道他们需要培训或指导或某种形式的动手指导。

Sounds simple, but it does require a change in outlook: "It's all right to ask for support; I don't have to do all myself; I don't have to know it all already."

Essential Management Skills

You've done it; you've asked for support. Now, what are some of the essential skills that make up the managerial 'toolkit'?

无论我们谈论的管理水平如何，我们都很清楚每个人都需要或发展以下内容：

自我意识
优秀的听力技巧
Clarity of communication
同情和理解
果断
Clear goal setting
Ability to create trust
Manage conflict well
委派的能力
Encourage and develop direct reports
Take responsibility and accountability (no blaming or buck-passing)
有明确的边界

具有挑战性的

具有挑战性的, but not necessarily overwhelmingly Superman-like.

当然，我们知道所有这些都不会发生在手指上。改变信仰，获得新技能，目前新的行为和TA-DA，你是经理！

如果您已经是经理，您必须做正确的事情，所以让我们从你已经拥有的技能和品质开始。花几分钟时间思考你最有效的技能：也许你已经是一个好的听众，并且是善意的;也许人们会自动给你怀疑的好处，因为你知道如何获得信任;可能你知道如何鼓励和向别人解释事物。

自信心

Identifying some of your special qualities (which, by the way, often get forgotten or overlooked when things aren't going so well) is a way of acknowledging that you possess abilities, talents and expertise that serve you, your team and your company well. This is a quiet way of helping you gain confidence ("I am good at some things!"), albeit, often an uncomfortable way (won't it seem like bragging?).

接下来，看看您是否可以识别您所知道的一些区域，您可能是更好的沟通技巧，以便您的团队感到包括并咨询，或者也许是历代您的委派的能力，以便其他人在释放自己的时候培养他们的技能更多的;也许你需要在管理冲突时得到更好的情况，以便在其他人发生冲突时停止避免它或者至少能够更好地进行干预。

这是为了帮助您在角度下放置一些您已经做得很好的东西，并且有一些需要开发的领域。

最后,你需要去与别人交谈:噢n line manager, your HR adviser if there is one in your company, a trusted colleague, a friend. Anyone who might help you take the next steps to becoming a better manager.

而不是超人。