Managers Helping Themselves
Managers Helping Themselves
The problem for managers isn't that they don't mean well. Most of the people who end up being managers really didn't want the positions when they got them. They have their own reasons for accepting the positions, but very few people really want to be managers. Those that do are sometimes more equipped mentally for the position than those who didn't, but that doesn't mean that they were any better equipped with the skills for performing as a leader.
Most people who become managers don't know what to do or where to go for assistance. There's usually three directions they go. One, they ask the person who put them into the position what to do. The problem there is that person often doesn't have the time to spend with that manager because they have many other people who report to them, as well as their own work. Often they may not be very good managers themselves, and were hoping they wouldn't ever have to be called upon to help in that fashion.
Two, they go to their peers, other managers within the organization. The problem there is pretty much the same as with the person they report to; time and possible lack of skills.
Three, they go to human resources, usually trying to talk to the HR director. The problem there is something I highlighted in another article I wrote; they may not have the skills either, it's not their job to help managers answer most of their questions (even though many people think it is their job), and, because they report to upper management, they often will tell them what you went to HR about, and concerns may filter down from above about you through the wrong channels, which no one wants to deal with.
What managers need are answers. What managers need is education. What managers need is someone to talk to. Most managers have no idea where to go for any of these. I'm going to offer some ideas of where managers can go to find some help, to learn how to become better managers.
1. Go back to school. There are all sorts of classes at many different educational facilities where one can go to learn management skills. You could go back to college to get a bachelors, but you may not have that kind of time. You could go to a vocational school of some type that teaches management skills. Some of the classes are for a semester, which can be a great help.
2. Online courses. There are different types of online courses one can take. There are those that are totally web based; you actually log into a website using a password you pay for and take the course whenever you want to, at your own pace. You can sign up for a timed course where you receive a file (usually in a .pdf or .exe format, which allows you to print out whatever you wish without allowing you to change the content) once a week or so for the length of the course, which can run anywhere from 3 to 10 weeks. And there are online courses where you actually watch a live class from your computer, just like going to school, and the teacher determines how you take tests for the course. Some of those types of classes are accredited, which means you could apply the credits to a college if you later decided to go for some type of degree.
3. Books on management. There are different types of books on management and leadership. Some offer systems that you may find helps you structure yourself. Some offer real life situations and answers them for you, or gives you ideas on how to deal with issues. Some are workbooks that offer not only some content that teaches you management and leadership but also gives you tests and other items you can work with, which makes the learning experience more interactive.
4. Organizations. There are many professional organizations that are not only geared towards one particular area of experience, but also some that are geared towards new or existing managers, where they offer seminars to their members on leadership skills, as well as other issues that are of importance to managers. Sometimes these may seem hard to find in your particular area, but they exist in every state in some form, and if you're willing and able to travel these can be quite valuable for you.
5. Seminars. Some companies have seminars inhouse for their employees on leadership, but sometimes you can't afford to wait for that. There are literally thousands of seminars in your community, usually closer to the large cities, on management and leadership, that you can go to. Sometimes they may seem pricey, but the price of education can't be measured against the length of time you'll be able to use the information, especially if you're a new manager.
6. Executive coaching. This is one of the fastest growing professions that are available to managers and leaders in America today. There are more CEOs who are taking advantage of the one on one ability to speak to someone who has no vested interest in their organization, or is competing for their position. Executive coaches are of two minds. One, they can help you to answer your most pressing questions, sometimes immediately. Two, they will listen to you and "coach" or "mentor" you towards a mindset that will not only help you to work with others, but will possibly help you with some of your life issues, even though that's not their purpose.
Some of these options can be expensive, but each person has to determine what they're willing or able to pay. A book on management techniques, for instance, can cost as little as $10, and if it offers you exactly what you need then that's a great thing. A workbook on management could cost you as little as $100, or as much as $1,000 if it's a long course; same goes for an online course. Seminars can range anywhere from $100 to $1,000, depending upon the speaker and length of the course. Executive coaching could cost you anywhere from $250 to $500 a month, depending on the coach. Joining an organization can cost you as little as $30 a year, then whatever the cost of the monthly meetings. Some vocational schools offer free seminars, which are usually very short, or charge minimally as an adult education. Other schools can vary, based on the extent of the classes that are available.
Sometimes you can get your organization to pay for some of these; other times, it's going to be totally on you. Books or workbooks can be used over and over. Coaches can work with you on scheduling for your convenience. An accredited degree is always a good thing to have in your back pocket. The thing is, a manager has to determine whether or not they want to be better; whether or not they want to risk not having a position for as long as they want to, because they couldn't master the skill of leading others as easily as they may have mastered the skill which got them considered for the position in the first place.
Managers Helping Themselves - To learn more about this author, visit T.T. Mitchell's Website.
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There's a statistic out there that says 85% of all managers have never led anything before becoming a manager. Obviously that's a lot of people, and if you think about large companies it makes you wonder how many of them ever made it.
The problem for managers isn't that they don't mean well. Most of the people who end up being managers really didn't want the positions when they got them. They have their own reasons for accepting the positions, but very few people really want to be managers. Those that do are sometimes more equipped mentally for the position than those who didn't, but that doesn't mean that they were any better equipped with the skills for performing as a leader.
Most people who become managers don't know what to do or where to go for assistance. There's usually three directions they go. One, they ask the person who put them into the position what to do. The problem there is that person often doesn't have the time to spend with that manager because they have many other people who report to them, as well as their own work. Often they may not be very good managers themselves, and were hoping they wouldn't ever have to be called upon to help in that fashion.
Two, they go to their peers, other managers within the organization. The problem there is pretty much the same as with the person they report to; time and possible lack of skills.
Three, they go to human resources, usually trying to talk to the HR director. The problem there is something I highlighted in another article I wrote; they may not have the skills either, it's not their job to help managers answer most of their questions (even though many people think it is their job), and, because they report to upper management, they often will tell them what you went to HR about, and concerns may filter down from above about you through the wrong channels, which no one wants to deal with.
What managers need are answers. What managers need is education. What managers need is someone to talk to. Most managers have no idea where to go for any of these. I'm going to offer some ideas of where managers can go to find some help, to learn how to become better managers.
1. Go back to school. There are all sorts of classes at many different educational facilities where one can go to learn management skills. You could go back to college to get a bachelors, but you may not have that kind of time. You could go to a vocational school of some type that teaches management skills. Some of the classes are for a semester, which can be a great help.
2. Online courses. There are different types of online courses one can take. There are those that are totally web based; you actually log into a website using a password you pay for and take the course whenever you want to, at your own pace. You can sign up for a timed course where you receive a file (usually in a .pdf or .exe format, which allows you to print out whatever you wish without allowing you to change the content) once a week or so for the length of the course, which can run anywhere from 3 to 10 weeks. And there are online courses where you actually watch a live class from your computer, just like going to school, and the teacher determines how you take tests for the course. Some of those types of classes are accredited, which means you could apply the credits to a college if you later decided to go for some type of degree.
3. Books on management. There are different types of books on management and leadership. Some offer systems that you may find helps you structure yourself. Some offer real life situations and answers them for you, or gives you ideas on how to deal with issues. Some are workbooks that offer not only some content that teaches you management and leadership but also gives you tests and other items you can work with, which makes the learning experience more interactive.
4. Organizations. There are many professional organizations that are not only geared towards one particular area of experience, but also some that are geared towards new or existing managers, where they offer seminars to their members on leadership skills, as well as other issues that are of importance to managers. Sometimes these may seem hard to find in your particular area, but they exist in every state in some form, and if you're willing and able to travel these can be quite valuable for you.
5. Seminars. Some companies have seminars inhouse for their employees on leadership, but sometimes you can't afford to wait for that. There are literally thousands of seminars in your community, usually closer to the large cities, on management and leadership, that you can go to. Sometimes they may seem pricey, but the price of education can't be measured against the length of time you'll be able to use the information, especially if you're a new manager.
6. Executive coaching. This is one of the fastest growing professions that are available to managers and leaders in America today. There are more CEOs who are taking advantage of the one on one ability to speak to someone who has no vested interest in their organization, or is competing for their position. Executive coaches are of two minds. One, they can help you to answer your most pressing questions, sometimes immediately. Two, they will listen to you and "coach" or "mentor" you towards a mindset that will not only help you to work with others, but will possibly help you with some of your life issues, even though that's not their purpose.
Some of these options can be expensive, but each person has to determine what they're willing or able to pay. A book on management techniques, for instance, can cost as little as $10, and if it offers you exactly what you need then that's a great thing. A workbook on management could cost you as little as $100, or as much as $1,000 if it's a long course; same goes for an online course. Seminars can range anywhere from $100 to $1,000, depending upon the speaker and length of the course. Executive coaching could cost you anywhere from $250 to $500 a month, depending on the coach. Joining an organization can cost you as little as $30 a year, then whatever the cost of the monthly meetings. Some vocational schools offer free seminars, which are usually very short, or charge minimally as an adult education. Other schools can vary, based on the extent of the classes that are available.
Sometimes you can get your organization to pay for some of these; other times, it's going to be totally on you. Books or workbooks can be used over and over. Coaches can work with you on scheduling for your convenience. An accredited degree is always a good thing to have in your back pocket. The thing is, a manager has to determine whether or not they want to be better; whether or not they want to risk not having a position for as long as they want to, because they couldn't master the skill of leading others as easily as they may have mastered the skill which got them considered for the position in the first place.
Managers Helping Themselves - To learn more about this author, visit T.T. Mitchell's Website.
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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