Blog of Strategic,General and Financial Management (English/Spanish)

Strategycorner is now expanding its content to include posts about General Management, Financial Management, Finance Transformation, Marketing and HR Management. Posts will be published in English or Spanish.

At the end of the blog there are different charts about Strategic Management in Spanish. In the archive area you could find a lot of posts about strategy and its execution in English/Spanish.

Jesús Peral
Executive MBA IE Business School, Madrid,Spain

Master in Strategic Management
IDE-CESEM Business School, Madrid, Spain

Find at the end of blog all charts related to Strategic Management topics commented in the posts

Mapa Estratégico Genérico/Strategy Map

Mapa Estratégico Genérico/Strategy Map
Mapa Estratégico Completo

Modelo de Dirección Estratégica/Strategic Management Model

Modelo de Dirección Estratégica/Strategic Management Model
Modelo desarrollado en las entradas 1 a 100. Ver archivo del blog
Búsqueda personalizada

viernes, 7 de julio de 2017

Developing people: my modest experience

If you have led teams in your career it is likely you have thought your “inventory goes up and down in the lift”. Why? Because your main resource, let´s say, your working capital was your people. Money matters but he human beings who work for you and the organization matter even more.

In this post I would like to share my modest experience in developing people. I have always learnt from my prior senior managers, from a pragmatic view, to regard people as an investment. Their value increases as they become more effective in their roles and capable of taking on greater responsibility. In accounting terms, as I have worked as Finance Director and other finance managerial roles for many years, people may be treated like any other asset on the balance sheet, taking into account acquisitions costs and their increasing value as they gain experience. Until here I am not discovering America again!!!

But, which is the manager´s contribution to effective training? In my experience I could mention several ways you can contribute to the effective training of your team, as follows:

·         Determine the standards of performance required for each of the roles you control

·         Analyze the competences relevant to the achievement of these standards.

·         Agree with the individuals concerned what these standards and competences are

·         Review with these individuals their performance so that agreement can be reached on any gaps to be filled between what they can do and what they should be able to do.

·         Treat every time you give someone an instruction as a training opportunity

·         Allow for the learning curve. Don´t expect too much, but do require trainees to improve at a pace which matches their natural aptitudes.

·         Train and develop by example. Really important. Give people the opportunity to learn from the way you do things.

·         Remember that the core responsibility for training and developing your team rests with you.

·         Plan the training of your team in accordance with a regular review of their training needs

People learn mainly through experience. So it is worth spending a little of your time planning the experience of anyone for potential for development.

Planning someone´s experience, means for me, giving him/her extra tasks to do which provide a challenge or extend him/her into a new role. It could be a project which he/she has to complete or he/she could be included in a project team looking at a new development or problem which cuts across organizational boundaries. Projects which enlarge experience in unfamiliar areas are particular useful in my view. Planned experience will work better if it is accompanied by coaching so that those undergoing it can receive the maximum benefit from your expert advice.

The final piece is coaching. The best way to learn how to manage is to manage under the guidance of a good manager. Coaching is an informal but deliberate way of providing this guidance. It should be linked to performance appraisal.

But coaching is a more continuous process. Every time you delegate a task to someone and discuss the outcome you are presented with a coaching opportunity. When you delegate you can provide guidance on how the job should be done. When you discuss progress with your collaborator or when he/she reports back to you, you can ask questions on how well he/she has thought through what he/she is doing, suggest alternative ways of looking at a problem (but don´t provide the solution, je je) and provide constructive criticism if things are not going well.

So, based on all the above, remember, you can help to develop people by discussing higher-level problems with them, involving them in your decisions and increasing their understanding of how to tackle a job senior to the areas for which they are responsible. This is part of my experience so far.

No hay comentarios:

Publicar un comentario