Can anything be done on-the-job? (In any case, a key part of the manager's personal responsibility for development).Should development be on the agenda for meetings?.You may, sensibly, not want to send everyone off on a course so consider other actions, asking: Part of your job is helping people to learn.ĭevelopment is sufficiently important to people (as well as being important in its own right) for you to address the process and give out the right messages about it. Keep clear records, make sure everyone is reviewed in this way and create a culture in which people value development and what it brings. Specify development activity, methods, budget and priorities.Define the gap - what must be done to create a good fit between the person and the job.Look ahead, anticipate what new skills, etc.Analyse the person (their competencies).Analyse the job (what is needed to do it).Show them you are the means to achieve it. Will help them gain experience and extend skills, andĪs the old saying goes you can either, "have five years' experience or one year's experience multiplied by five." People want the former.Recognise that their development is important.Development is not only about correcting weaknesses, it is about upgrading and taking people forward, not least to keep up with change.
Make sure people have the right knowledge, skills and attitudes to do the jobs you want and to do them well. Time and again you hear people say something like, "Above all, I want to work with a manager from whom I can learn." The development of your people is not something to ignore or leave to training departments. Nothing is more important to people than their success. Your management of others will be jeopardised if the way you organise the work of the section in any way falters. Fine-tuned so that contingencies and changes are accommodatedīrought in on time, on spec and if appropriate, on budget.Carefully and systematically planned and organised.When this is headed up by you or involves you, make sure that the project is: Many of the tasks to be done involve the complex process of people working together in a co-ordinate way over time. Make sure everyone has clear goals and they are committed to achieving them. The objectives you set must condition and direct what your people do. Timed without clear timing they will become meaningless.Realistic in the sense that they must logically fit within the broad picture and be a desirable way of proceeding.Achievable because if they are simply pie in the sky they will be ignored and you, and any future process of objective setting, will lose credibility.Measurable so that everyone knows whether they have hit them, or not.Specific so that they are clearly understood and no misunderstanding is possible.Objectives will only be clear if they are SMART: The responsibility for setting many of them may well be yours. No one and no organisation works well without clear objectives. "If you don't know where you are going any road will do"įor all its familiarity and common sense this maxim is worth reiterating.
They are:Ī quick look at each of these in turn… Setting Goals This is not the place to review the whole management process, but the following four areas are key and must be addressed correctly early on if results are to follow. Some matters are of particular importance to the way a manger and staff work together. Use your people and make it clear to them that you want and value their contributions. Remember, managers are not paid to have all the ideas that are necessary to keep their section working well in a changing world, but they are paid to make sure that there are enough ideas to make things work and go on working. Their views can enhance everything: methods, standards, processes and overall effectiveness. Involving people on broad issues is motivational. It means involving people throughout the team in a creative role, to ensure that together you are all able to succeed. Managing people doesn't just mean acting as overseer, to see that they get their work done satisfactorily.
The principle of working together with your team should underpin how you operate.
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