Doesn’t every manager have a responsibility for team development?
As recruitment continues to be a challenge, I make no apologies for continuing this week with my theme of team development.
When I worked in the corporate world as head of training I was really proud of the training and development we offered. We had a dedicated residential training centre set in 7 acres, with fabulous facilities for chefs’ training and management development, which demonstrated our commitment to investing in people. But just because we had the training centre didn’t mean that was the only opportunities for development.
I had responsibility for a team who supported the training and development of over 55,000 employees. There was no way we were going to be able to touch all those people directly, or that everyone would have a chance to come to the training centre in Surrey.
Probably over 90% of training took place on job or supported by activity on job. And this is the reality in most businesses. Just because you don’t have a dedicated training team or training centre doesn’t mean training goes by the wayside. Far from it.
I believe every line manager has a responsibility towards their team’s development, whether that is on job coaching or simply identifying what training and development they need, so that team members feel valued. Even if their long term future isn’t with your business, if you have done everything you can to support that person get where they want to be, at least when the time comes for them to move on, they will leave with a good impression of your business, and become an ambassador.
Here are some considerations that every manager should be able to fulfil.
How do they see their role & contribution, now or in the future? They may have a different idea of how their role contributes to the business or how it could evolve. You may have one idea of their next role, but they may have aspirations in other areas (just look at how some people have taken on new projects during lockdown).
Last week we discussed building on strengths. What do you see as their greatest talent, or when do you see them working really well? What are the things that they love to do? And if you don’t know the answer to this question, you need to ask! What do you/others like or value about them? Maybe they have some talent, or a flare for something that they aren’t even aware of.
To build on strengths, continue to give feedback and recognition, and discuss how to make things even better.
Spot on job opportunities
There are always opportunities all around, but you and they will only spot these if you know what your objectives are. Such as
- Cross train – Job swaps – Delegate
- Staff champions – Mentoring others
- Supplier support
- Daily activity ~ daily briefings ~ debriefs
- Learning from mistakes & successes
Make a plan
Ensure everyone in your team has a development plan. It doesn’t have to be grand; simple small projects and activities making incremental improvements all add up, and help people feel as if they are being stretched. Let the team member come up with their ideas and suggestions to meet their development needs; they may suggest things you hadn’t thought of, and the chances are if they suggest it, it’s something they will feel comfortable with, so it’s more likely to happen.
The key headings are: What ~ why ~ how ~ where ~ when ~ who
The number one person who loses out if their development doesn’t happen is the team member themselves. Give them ownership, and trust them to make sure it happens. That doesn’t mean you abandon them, they will still need support and to be reviewed, but if they’ve been involved with drawing up the plan they will hopefully already be bought in and committed to it.
So you really don’t need to have a swanky training centre or a dedicated training team to demonstrate your commitment to training. You and your line managers all have their part to play in ensuring your team have opportunities to develop so they feel valued
If you only do one towards your team’s development:
Get your diary out and set dates to meet with each of your team to discuss their ongoing development, and ask your managers and supervisors to follow suit.