Why You May Have to Seek Your Own Management Training
From the Eye on the Workforce Blog
by Joe Wynne
Workforce management is a key part of project success, but project managers often find it difficult to get trustworthy information on what really works. From interpersonal interactions to big workforce issues we'll look the latest research and proven techniques to find the most effective solutions for your projects.
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Again we see that being successful is not enough motivation for organizational leaders to require that managers know how to do their job better. A recent benchmarking survey (pdf) shows us that “less than half of senior and middle managers have attended management-development programs at their organizations.” The study organizers explain that that this is despite the fact that senior leaders at some of the best practice organizations studies spend up to 30 percent of their time on people development.
Generally, the best practice organizations have higher customer satisfaction ratings and their financials are better. Companies who do not develop their managers are making a long-term commitment to mediocrity and obsolescence, and are probably the main reason why so many still complain about their proverbial “bad boss.”
You as a project manager should look for training elsewhere if your organization does not provide it. Start with sophisticated people skills to supplement your project management knowledge. Don’t forget the one-on-one interaction and coaching skills. You’ll need these to develop your own reporting managers so they will not be an anchor to your career.
Posted on: September 14, 2008 11:27 PM |
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Comments (1)
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Robert Penn
Sr. Project Manager
Alexandria, Va, United States
I think there are a couple of issues here. In some companies, management training is viewed as an expense because the results cannot be easily measured. When I have worked in companies with this culture, there is sometimes a perverse pride in being self-taught that says "If I could figure it out, it can't be that hard."
The second issue is that senior and middle managers are often busy, with many demands on their time. If training is simply made available, without pushing employees to attend (or log in to CBT), the people who most need the training may opt out of it because they (or their supervisors) give it a lower priority than other tasks.
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