Our current approach to training managers isn’t working. That is not a newsflash but some of the statistics in a recent study on corporate training are stark. 33% of employees who attended corporate trainings say that uninspiring content is the biggest barrier to learning. Only 38% of managers believe that their learning programs meet the needs of the learner. Worse yet, only 12% of learners implement what they learn from training on the jobs. I am passionate about leadership development and an advocate for creative thinking about how we can do it more effectively. I also think we need to think outside the training box. If we believe that 70% of development happens on the job as the 70/20/10 suggests, then managers should develop 70% of their leadership development through everyday interactions. Pairing practical conversation tools with basic training on hiring, development, and corrective action can greatly improve leaders’ development…and their results.
Hiring: Interview and Engage. There are some important fundamentals about interviewing that it is important for leaders to know- legal requirements, your particular T/A process, and the ins and outs of an interview guide. But the game changer is engaging the interviewee. Help your managers focus on creating rapport with small talk, listen and linger on tidbits they pick up during the interview process, and talk about why this role and your company would be a great fit for the candidate. The mechanics of interviewing matter, but in today’s competitive labor market, conversations that build genuine connection will close the deal.
Development: Make planning personal. Most of us have some kind of talent review/succession planning process. Training leaders on the rating system, the process and preparation, and the company norms about sharing results are key. But what will actually move the dial on building our bench is open dialogue. If managers ask their high potentials questions like, “In this calendar year what contribution do you want to be known for making?” “What kind of leader do you want to be? How does your role today help or hinder your ability to achieve that?” “Five years from now what does an amazing career look like for you? A mediocre one?” This kind of dialogue will open rich doors and help move development planning from a check the box exercise to a plan truly designed around the individual.
Corrective Action: Process and people both matter. Few people relish writing someone up. Giving difficult feedback is – well difficult. We need leaders to understand the process, the paperwork, and our policies. But most importantly we need leaders to understand their people. Corrective action is the perfect time for real talk. Managers who say things like, “Neither of us wants to have this discussion, but it’s important that we talk through this issue.” or “This was a lot to take in. Let’s meet again tomorrow to be sure you are clear on next steps.” make this process more positive and personal. Arming managers with real talk tips can greatly improve the efficacy of the discussion and ensure we respect people throughout the process.
Training is important, but if we allow our managers to practice having conversations and encouraging them to focus on both training and talking, I am 100% confident we can improve our results and our manager’s leadership skills.