![]() ![]() Whether a manager likes teaching or not is not a particularly important concern to me. This is ok! In my experience, there are two kinds of managers when it comes to training: those who enjoy teaching and are naturally good at it, and those who don’t. This all sounds well and good, but what if you don’t like training? What if teaching frustrates you? However you cut it, the quality of the training inside your team reduces down to you. If you’ve delegated training to a senior member of your team and he or she doesn’t do an adequate job, the end result - an insufficiently trained team member - will affect the output of your team. What I’m saying here is that training is ultimately the manager’s job. GOODTASK KEEPS FREEZING HOW TONow, I’m not saying that the manager can’t delegate training to a senior member of their team - in fact, at the end of this chapter I’ll explain how to do just that. (Conversely, if you have provided plenty of training but your subordinate has failed, then the blame may not be on you). If you are a manager and you have not provided training, and your subordinate has failed, it is your fault as their manager. This means that it is the manager’s responsibility to ensure his or her subordinates have all that is necessary for them to get their jobs done. Or, to put a spin on this: the manager’s output is the team’s output, no more, no less. ![]() Remember that the job of the manager is to increase the output of the team. I believe the manager is responsible, so the manager is to blame. What makes it worse is that the business might have been affected by your work - even though you had no idea in advance what to do, thanks to the lack of training from your manager. How would you feel? You would feel horrible. Your manager does not check your work later on, when it becomes clear that your work is not up to par, your manager rounds up on you and berates you for the lack of quality of your output, blames you for your work, micro-manages your next few tasks, and then concludes that you were a bad hire. You do the task to the best of your ability, and when it’s done, you deliver it. Consider the alternative: imagine that you are a new hire, and your manager has delegated a new task to you without providing guidance nor a clear articulation of expectations. This sounds an over-generalisation at first - surely this can’t be true for all managers, right?īut I stand by this assertion. As we’ve mentioned in the last chapter: ‘training and delegation are two halves of the same process!’ All good managers are able to delegate well therefore, all good managers know how to train. We should know by now that training is a non-negotiable part of good management. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |