| p>There is an old business saying that goes something | | | | satisfactory result. It is the ability to get results |
| like this: "You manage things and you lead people." | | | | through people that often are gravely lacking. |
| When you think about it this statement really makes | | | | When managers lack the ability to get results thorough |
| sense and it's sound business. The statement is | | | | people, they usually end up doing the work |
| telling us that people are not to be managed, but led. | | | | themselves. After all, the reason they got the job as |
| In order for management to lead effectively they have | | | | manager was because they were a great worker. |
| to have management leadership training. | | | | When this happens a cycle is started of subsidizing |
| This is how management usually evolves in a | | | | the work of someone else. You can easily see the |
| company. A person has some type of expertise. | | | | domino effect this can have on the organization. The |
| The expertise could be to make something or provide | | | | manager starts to subsidize for the worker. Now |
| some type of service. The person then takes that | | | | someone has to subsidize for the manager because |
| expertise and starts a business. They hire a few | | | | they are doing the worker's work. Then someone is |
| people to work and the business starts to grow. As | | | | doing the work of the someone who is subsidizing the |
| the business grows they need to hire more people | | | | manager. Pretty soon everyone is just subsidizing |
| because the owner cannot manage everything that is | | | | and being subsidized. |
| going on. So the owner takes Ralph, one of the | | | | The way to break the cycle is to have managers lead |
| best workers, and makes him a manager. Ralph has | | | | and achieve organizational results in the right way. |
| never been a manager before so Ralph has no idea | | | | Therefore managers need to learn the skills of |
| what to do. He makes it up as he goes. | | | | motivation, communication, goal setting, delegation, |
| As the business gets larger more people are | | | | problem solving, and decision making. When |
| promoted to managers. And on and on it goes. | | | | managers have these skills they can lead with |
| What happens is the organization reaches a level that | | | | confidence. |
| it can't break through because the ability of the | | | | The only way for managers to develop these skills is |
| management to lead is limited. | | | | through management leadership training. There are |
| Without management leadership training new | | | | a number of things to look for in getting training for |
| managers will often imitate people who have been | | | | leadership. First and foremost you want to evaluate |
| their managers. Let's face it, that's not the formula | | | | the actual process they use for the participants to |
| for success. Managers need proper training to | | | | learn the material. Material that is presented all in one |
| execute both the managerial and leadership functions. | | | | sitting is not the best way to learn leadership skills. |
| The leadership abilities usually need the more | | | | Material that is presented over a period of time has |
| development than the managerial functions. The | | | | proven to be more effective. |
| reason that is the case is because most businesses | | | | At the end of the day, you want to invest in your |
| have processes in place already. Those processes | | | | leaders so that the organization can achieve results |
| at least work well enough to produce some type of | | | | beyond what currently is being produced. |