- Determine the standards of performance required for each
of the jobs you control. - Analyse the competences (what you expect people to know
and to be able to do) relevant to the achievement of these
standards. If necessary, seek help from specialized trainers
to carry out this analysis. - 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. - Every time you give someone an instruction, treat it as a
learning opportunity. Encourage individuals to tell you how
they would do the job. If they get it wrong, help them to
work out the best way for themselves, progressively giving
them less guidance so they learn to stand on their own feet. - Allow for the learning curve. Don’t expect too much, but do
require learners to improve at a pace which matches their
natural aptitudes. Only bear down hard on people if they
are clearly not trying – without any excuse. - Train and develop by example. Give people the opportunity
to learn from the way you do things. Remember the truth of
the saying that managers learn best how to manage by
managing under a good manager. This principle applies
equally well to other categories of job holders. - Remember that the prime responsibility for training and
developing your staff rests with you. Your results depend on
their competence. You neglect your training responsibilities
at your peril. And you must not rely on the training depart-
ment to do it for you. They can provide advice and help but
cannot replace your capacity to train on the job. - Plan the training for your staff in accordance with a regular
review of their training needs. - Remember to use a variety of training techniques such as job
instruction, assignments, coaching, guided reading and
computer-based training.
MANAGEMENT DEVELOPMENT
Management development is about improving the performance
of existing managers, giving them opportunities for growth and
78 How to be an Even Better Manager