The development of managerial competencies is a task that involves not only those who, due to their performance and qualities, have been called to respond in an organization for a process or an area, it is also a responsibility of those who guide the training processes in the organization.
In this sense, I want to share with you some of the symptoms that, based on interviews and evidence in different organizations, indicate the need for a training intervention for our Managers, Heads and process leaders:
There is little planning of the work they do with the work teams.
They hardly ever meet with team members to organize work.
They are not characterized by being punctual and fulfilled in their commitments to internal and external clients.
They rarely evaluate the results of their work and that of their team.
They haven't taken a refresher course on their job-related topics for a long time.
They do not establish relationships with people from other areas or companies to do their job better
They are perceived as very static and do not develop alternatives to satisfy the needs of their customers.
Their decisions are not quick and sometimes they are not correct either.
They do an inadequate handling of conflicts that arise with clients and co-workers.
The calls for attention are made in public without measuring the consequences of it.
They rarely recognize a job well done in others.
Your work does not necessarily serve as an example to others
They hardly ever teach others their knowledge
Their working times are more dependent on schedules and results.
They do not always have good relationships with their peers.
Each of these situations refers to the need to optimize the day-to-day performance of the organization's managers and leaders, and although it is true that a development program does not manage to completely modify people's behaviors, it does significantly support the development of competences that will allow to contribute to the improvement of the results of each of the work teams and therefore of the organization.
Once the diagnosis has been made that shows which are the strengths and weaknesses of each of the managers, a program is drawn up fundamentally oriented in two directions:
On the one hand, it has to strengthen and increase the identified strengths, since on many occasions we forget that it is precisely by increasing the strengths that better corporate results are obtained.
On the other, potentiating those skills that are capable of developing and that with good training may be added to the strengths in the near future.
The interventions will then have to be directed and focused, in this sense it is necessary to previously identify what are the measurable results that we hope to obtain in each of the training events that our managers, bosses and leaders attend.
Each of these symptoms has its effect on performance, not only of the person in charge but also of the work team that translates and interprets managerial management into practices that affect the results expected by the organization.
I hope that these reflections allow us to establish action plans consistent with the strategic framework that guides and orients the results expected by the organization, in the sense of increasingly strengthening the management carried out by those responsible for each of the areas and processes of the business.
