Our Management Training Classes

By introducing our Management Training classes to your staff we help ease the negative effect of change on both managerial and supervisory personnel. The change in job responsibilities, the change in personnel, job duties, and the rising challenge of developing subordinates are specific goals of our learning systems classes. We are highly successful at helping Managers and Supervisors learn and adapt to the necessary skills and proper behaviors to be successful at work as well as in their personal lives.

For more information on our management training classes please contact us.

Management Training:
Three Management Training Steps to a Culture of Accountability

In my years working at IBM, which is arguably one of the strongest recruiters for top talent, we still had performance issues among the team members. I noticed that there was a sort of code phrase for describing it: if the worker was an individual contributor or front-line manager, people would say, "Well, he's really nice, but." (Insert hemming and hawing here.) And if the worker was an executive, people would say, "Well, she's really smart, but." (Insert long pause here.) These statements were used to politely imply that these employees or executives were not performing in their roles. Most organizations have some kind of language that describes performance issues -- that's because many performance issues have been around for a long time and have not been adequately addressed.

The issue here is accountability. In other words, does the organization have a standard of accountability among its management and employees, and an expectation that its leadership team is going to demand it? In talking with a plant manager who managed to maintain her profit objectives in 2009, despite a nearly 25% reduction in revenues, she asserts that part of the leadership team's success is due to their accountability - in particular, accountability to one another.

A vice president of a health care organization commented that although teamwork appears to be improving within the group, there is still a lack of accountability at an individual level. Performance problems are allowed to linger by management, and people are still loath to address potentially difficult conversations head-on. What is the impact of this? Frustration among management; resentment among peers; and work getting done in the wrong functions.

Here are three ways you can ensure you are creating a management culture of accountability.

Ensure performance standards are communicated and measured.

Reward results, not simply effort.

Address performance issues - which sometimes includes dismissing an employee.

When a lack of accountability exists in the organization, the group most affected is the high-performers. This group operates under the assumption that high performance will be rewarded and that the corollary exists -- low performance will be punished (or at least not tolerated). Think about your organization: what is your company's euphemism for "poor performers" across individual contributors, managers, and executives? Who are they? What is management doing to hold them accountable?

Nancy McGuire: link

Subject: Management Training