| Responses | Date | Author |
Hi Joyce,
In terms of getting managers to find their own resources, lead a session and develop their skills, have you considered giving them access to Managers' Library? It's extremely cost effective for Trainers' Library customers, with a corporate licence costing just £1,250.00 for Pro members or £1,875.00 for Full members.
www.managerslibrary.com |
| 09/01/2019 | Rod |
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Hi there Joyce My idea is a variation on Margaret's reply to you: it's called Peer Advice and is a structured 5 step process where 1 person (manager in this case) brings their 'case/situation' and shares the context with peers. The peers then ask questions to understand the context/situation and then the manager 'removes' themself from the group. If the meeting is face to face then the manager sits within earshot but not seeing the peers (so not to influence the next 2 steps). If the session is virtual, the manager will remain silent for the next two steps. For the 3rd step, the peers share their reaction to the presented case/hypotheses/change perspective. 4th stage -peers brainstorm ideas/solutions (no evaluation/judging): anything is possible.Case owner listens (a peer captures ideas on flip). When stage 4 is done, invite the manager back and they are then allowed to thank the group. No feedback is required at this stage as we encourage manager to allow ideas to filter before selecting the ideas that might work for them. The while process takes between 50 mins and 1 hour so should fit. I can provide more details if you want to talk anything through Joyce |
| 08/01/2019 | Caroline |
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Hi Joyce Happy New Year to you too. I have a few questions for you to think through too, and some suggestions! Q1 - is this the only type of management training on offer? The reason I ask is you may get some push back and request for more detailed/structured training and that this is a supporting tool. Q2 - is the organisation's culture one where people are happy to come and share their problems and therefore development areas for them? If so then this is a great forum, however if people are more guarded and not naturally open to asking for help it may be difficult to get off the ground. If it is like this and, I assume attendance is voluntary, you may have issues with attendance. Q3 - are they twice a month as there are lots of managers and so enough to fill two sessions? If so this is great, if not then I would suggest running one session a month to start with to ensure you get attendance (as people always too busy) but also allow time for people to go back and put the learning in to practice and then report back. The more success stories you get the more people will value it and come back and tell others too. So, my suggestions: - perhaps call it peer learning sessions and emphasis that it is their control what is discussed and prioritised. The role of L&D/HR in the room is purely to facilitate and answers "technical" (i.e. employment law questions if asked - or they need to interject to avoid a disaster. - depending on the size of the organisation you can either have it as an open forum to all managers and perhaps aspiring managers. Or in bigger organisations I have seen different forums for different groups e.g. new managers peer group, middle managers peer group etc This is good as operating at same level and similar issues, but the other type also has advantages as you learn from people with different experiences. - I wouldn't have a syllabus or structure BUT always have a topic ready in case no discussions start! You only need a rough outline of this as once people start talking they rarely stop - which is great. Topics could be news headlines relevant to managers, latest tribunal cases or perhaps the most common questions your HR and L&D teams get so people start finding the answers. - as for managers leading a session that is a great idea once the group is up and running. One easy way to do this is to ask them to chose a favourite (or find one if never been on there) TED talk for the group to watch next time and discuss - finally, never underestimate the power of food! If you can do this as a lunch and learn you'll be amazed how many more people come along as everyone wants food! Eventually the draw of food would not be needed but it is great to get the initial numbers in. Wishing you all the best and if you need to talk it through just say. Best wishes Emma |
| 07/01/2019 | Emma |
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Hello I have worked with this idea before and it proved very useful. The format organised was 4 people were selected each time to "bring" an issue to the table. This allowed 15 mins each. You could do less people if you wanted. We then got the manager to present something to discuss and then "replied" to their issue with silent coach questions. I can give these to you if you want. What happened next was a 15 min slot where managers asked powerful questions to allow the manager to resolve the issue for themselves with the support of others. It worked well. Margaret |
| 07/01/2019 | Margaret |
Hi Joyce,
I ran something like this for a previous company. It was tied into a management development programme. As part of the follow up, we encouraged managers to join what we called a 'community of practice'. We had 20-30 minutes of theory - basically a reminder about one of the topics covered in the main programme - and then participants had an hour or two for some group coaching from their colleagues and/or a chance to talk about current issues or concerns.
It ran really well for about 12 months or so but lost traction after that. I never got the feeling that managers would have run it themselves.
The key take away for me was framing the events in a way that managers felt they were important enough to prioritise over everyday business. That probably takes some work from you around building support for the events at all levels of your organisation. I found the motivation to attend increased exponentially when someone's manager asked how they were getting on, rather than me reminding them!
Good luck,
Sophie |
| 07/01/2019 | Sophie |