What happens when managers are not actively developing their team​?

Early on in my career I was able to witness the power that managers had in developing their teams. In a weekly meeting, a peer who had just participated in a training program on how to increase the effectiveness of team meetings share his new knowledge, manager looked disinterested and once the direct report finished, he said, “That’s not going to work here!”. With that one sentence not only he wasted the time the employee spend at the training, but any future training that his staff went to afterward.
In many cases, managers’ lack of engagement in team building not only impacts how they develop others, but also serves as a barrier to institutional effort if they are not passionate about or committed to improve their team.

According to a recent Gallup, Inc. survey of more than a million workers, a lousy boss or immediate supervisor is the primary cause of resignation. According to research, 75% of employees who voluntarily quit their employment do so for reasons related to their managers rather than the job itself, the firm, or the position. ​If your organization is facing turn over issues, this is one way to address it.

Managers already have a lot on their plate, so when HR asking them to spend more time focusing on the development of their team it often could be met with some resistance. That is why it is important to focus on the benefits of building team, not only organizational benefits but also manager’s personal perspective. It’s more than telling the managers that they should but work with them to change their management philosophy and how they view their responsibilities.

Why are some companies known for incubating talent: Intentionality

Mckinsey gives their managers’ leadership training top priority. Specifically, to assist managers in developing their coaching and leadership abilities to drive the professional development of their team, they provide extensive training and mentorship programs.

Goldman Sachs understands that by having the status of developing talent it allows them a unique employer value proposition in the marketplace. Managers are often evaluated on how their direct reports are developing and progressing in their career. This allows them to attract and retain top talent in the industry.

The Dutch financial services organization as part of its corporate-wide “Analytics for Leaders” program includes creating specific ideas for how analytics might be applied in various business areas. The managers of the participants are active throughout the program and are in-charge of approving and owning these ideas.

GE has a long history of supporting leadership development with an understanding that leaders are responsible for training their staff. They provide managers with training through initiatives like the “Crotonville Leadership Development Institute” in areas including coaching, talent development, and assembling high-performing teams.

What are the benefits of managers focusing on developing their team? 

Organizational Benefits

Increased productivity: Employees who are well-trained and developed are more productive, as they have the skills and knowledge needed to perform their jobs effectively. This can lead to increased efficiency and better overall performance.

Innovation and growth: When employees are encouraged to develop their skills and knowledge, they are more likely to come up with new ideas and approaches that can help the organization grow and innovate.

Employee retention: When employees are given opportunities to develop their skills and advance in their careers, they are more likely to stay with the organization. This can help reduce turnover and the associated costs of recruitment and training.

Succession planning: Developing employees is an important part of succession planning, as it ensures that there are skilled and knowledgeable employees ready to take on leadership roles as they become available.

Managers’ Personal Benefits

Job security: Managers that can develop talent become highly desired employees. ​They possess a skill that sets them apart from other managers.

Increased productivity: As managers focus on development, their staff will be able to take on more demanding responsibilities resulting gained team performance.​

Improved morale: When employees feel that their managers are invested in their development, they are more likely to be engaged and motivated at work. ​​

Reward/Recognition: Organizations reward staff that bring value to the organization.​ This depends on the firm’s practices and how they view/prioritize this skill.

What is an Incubator?

In the business world we often think of incubators as it relates to start-ups and early-stage businesses. In that context, the incubator provide the support and resources that the young companies need in order to succeed.
When we talk about talent incubators, we are referring to how managers can act deliberately to create an environment where their direct reports are encouraged to develop.

OVERVIEW:

A critical element of being an effective manager is developing the members of the team. Being known as a “Talent Incubator” has both personal and organizational benefits. By deliberately developing team, it provides organizations with high-caliber talents that can be allocated to meet the dynamic needs and demands in UAE, KSA and other GCC countries.

OBJECTIVE:

Upon completing this course, managers will have the skills and knowledge needed to develop high-performing employees aligned with organizational objectives. They will be able to foster a culture of trust, collaboration, and continuous improvement in members of their teams, leading to increased organizational success.

To receive a brochure with detailed course cover and pricing email us at

shad@clairmontdevelopment.com

Course Logistics

Format: The training program will consist of a mix of lectures, case studies, group discussions, role-playing exercises, and reflective activities. Participants will have the opportunity to apply the skills learned in the course through real-life scenarios and will develop an action plan to implement these skills in their own teams.

Duration: The course will be conducted over a period of 2-3 days, depending on the needs of the organization and the number of participants.

Target Audience: This course is designed for managers who are responsible for developing and managing teams within their organization.

Workshop Delivery

Deliverable: Virtual

4 ½ day program
6 ½ day program

Deliverable: In-Person

2-day program
3-day program

Testimonials

Frequently Asked Questions (FAQ)

To find out more details on pricing and detailed course outline email us: info@clairmontdevelopment.com
Got any questions about the program? Chat with us in WhatsApp  +971568319782