The most competitive business and professional organizations make a long term commitment to increasing the skills and experience of their employees. Lack of dedication to enhancing the abilities of individuals can cause many productivity issues. One obstacle is the cost in time, effort and energy needed to bring about development. Creating a dynamic change environment is not an endeavor that management can just throw a switch to get done. Development requires a total, no-holds-bared effort. It must become an integral part of how the business is managed.
As a manager or senior executive, ask yourself "how much time and money do we invest in developing our people and is it a central conviction of how we run our business?" If you can not honestly answer in the positive you have a "hole in your bucket." Make a commitment to fill this hole and see your performance, motivation and productivity rise. Another important question each manager should ask themselves and their managers..."how much do we really know about the hopes, goals, aspirations and shortcomings of our people?" If growth and development is really a part of the business culture, everyone Knows it. If it is not , everything Shows it.
Every executive or manager of managers must take responsibility for making sure that every other manager is committed to developing their people. This is evidenced by actions and behaviors and not lip service or the occasional training program. Changing the velocity of growth of any company comes from hiring better people and developing all your people. There is no short cut here. Leadership insists on it. Advancement should depend on it. Performance assessments should reflect it. Having ever improving "talent bench-strength" puts the business unit in the position to take on new projects and to excel at execution. Why do managers make this harder than it needs to be? Consider the approach of dedicating time and energy to the "improvement fitness" of the skills of your team.
Mentoring represents another pivot point for people development. Managers need to ask themselves "how much time do I spend mentoring my people, including extra time with potential top performers?" Managers have to set the example. When people see the top managers coaching and mentoring people, or actually experience this help themselves, they really start to buy into the culture. Nothing pays a greater compliment or vote of confidence to an employee than a managers investment of her/his time in their people. It also provides an excellent opportunity to get to know your people better. When a manager mentors an employee, particularly one who is a budding top talent, others will be motivated to get mentored as well. It creates gradient-desire to be worth the managers time.
When developing people, do not limit it to just the obvious top performers. Even the most experienced managers will not always see the potential "diamond in the rough" employee. A business unit may also have someone that is just adequate at one job or responsibility but may be a potential top star in another area. Training and mentoring people provides a unique opportunity to uncover this potential . My experiences have shown that talented people outside the organization will be attracted to a business or business unit with a reputation for developing their staff. People see this as a great place to work because they connect with the contribution the business has to grow their people. It also scares the hell out of the competition. A company with consistent dedication to growing their people will always be a competitive threat.
This effort to develop your employees will bring about another significant benefit. It will expand the skills and experience of each person. Why is this of value? The company will benefit by being more nimble to new challenges because their people have expanded abilities. It is not easy to predict where the next opportunity will come from or when a change of direction is needed. People whose experience has been expanded puts the business in a better position to adjust. Get people cross-trained. Let them experience new skills and responsibilities. One concern that managers voice is the fear of losing people because they have become so well trained. This does not need to be an impediment. Where a company has a reputation for investing in their people, other aspiring people will be attracted to the company.
The final result of these efforts to build and develop your people talent will be to always have the productivity growth process as a central principal. The most competitive business units know that having the most talented and trained people allows them to win more often. Creating a culture where people are consistently developed and coached-up will result in a high-performing business. The best way to consistently win in the market place is to consistently grow your own people. Occasionally, an employee or manager will become arrogant as to their position. Where the company has consistently developed their people, there will be someone ready to step up. A business who builds a culture of training and development as part of their strategic advantage will most often win the market place.
As a manager or senior executive, ask yourself "how much time and money do we invest in developing our people and is it a central conviction of how we run our business?" If you can not honestly answer in the positive you have a "hole in your bucket." Make a commitment to fill this hole and see your performance, motivation and productivity rise. Another important question each manager should ask themselves and their managers..."how much do we really know about the hopes, goals, aspirations and shortcomings of our people?" If growth and development is really a part of the business culture, everyone Knows it. If it is not , everything Shows it.
Every executive or manager of managers must take responsibility for making sure that every other manager is committed to developing their people. This is evidenced by actions and behaviors and not lip service or the occasional training program. Changing the velocity of growth of any company comes from hiring better people and developing all your people. There is no short cut here. Leadership insists on it. Advancement should depend on it. Performance assessments should reflect it. Having ever improving "talent bench-strength" puts the business unit in the position to take on new projects and to excel at execution. Why do managers make this harder than it needs to be? Consider the approach of dedicating time and energy to the "improvement fitness" of the skills of your team.
Mentoring represents another pivot point for people development. Managers need to ask themselves "how much time do I spend mentoring my people, including extra time with potential top performers?" Managers have to set the example. When people see the top managers coaching and mentoring people, or actually experience this help themselves, they really start to buy into the culture. Nothing pays a greater compliment or vote of confidence to an employee than a managers investment of her/his time in their people. It also provides an excellent opportunity to get to know your people better. When a manager mentors an employee, particularly one who is a budding top talent, others will be motivated to get mentored as well. It creates gradient-desire to be worth the managers time.
When developing people, do not limit it to just the obvious top performers. Even the most experienced managers will not always see the potential "diamond in the rough" employee. A business unit may also have someone that is just adequate at one job or responsibility but may be a potential top star in another area. Training and mentoring people provides a unique opportunity to uncover this potential . My experiences have shown that talented people outside the organization will be attracted to a business or business unit with a reputation for developing their staff. People see this as a great place to work because they connect with the contribution the business has to grow their people. It also scares the hell out of the competition. A company with consistent dedication to growing their people will always be a competitive threat.
This effort to develop your employees will bring about another significant benefit. It will expand the skills and experience of each person. Why is this of value? The company will benefit by being more nimble to new challenges because their people have expanded abilities. It is not easy to predict where the next opportunity will come from or when a change of direction is needed. People whose experience has been expanded puts the business in a better position to adjust. Get people cross-trained. Let them experience new skills and responsibilities. One concern that managers voice is the fear of losing people because they have become so well trained. This does not need to be an impediment. Where a company has a reputation for investing in their people, other aspiring people will be attracted to the company.
The final result of these efforts to build and develop your people talent will be to always have the productivity growth process as a central principal. The most competitive business units know that having the most talented and trained people allows them to win more often. Creating a culture where people are consistently developed and coached-up will result in a high-performing business. The best way to consistently win in the market place is to consistently grow your own people. Occasionally, an employee or manager will become arrogant as to their position. Where the company has consistently developed their people, there will be someone ready to step up. A business who builds a culture of training and development as part of their strategic advantage will most often win the market place.
About the Author:
Michael Moore, who has been managing and directing teams and managers for over 40 years, has developed a manual on management by delegation. For references on effective delegation, including Articles and Blogs please visit his Website.. Check here for free reprint license: Top Companies Buy Into Developing Their Employees.
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