New managers are too often set up to fail.
They are typically high performing employees who excel in their technical knowledge.
They suddenly plunge into a new managerial role where they deal with complex people-related issues, for which many are not prepared.
Consequently, it is no surprise then that 60 percent of new managers fail within their first two years.
Grim Statistics
And while not everyone is meant to be a manager, the statistics certainly do not have to be so grim.
Research by Interact Harris reveals the following shortfalls:
- 63% don’t recognize employee achievements
- 57% don’t provide clear directions
- 52% don’t have time to meet with employees
- 51% simply don’t communicate with subordinates
- 39% don’t provide constructive feedback
Rushing to a Simple Solution
Some organizations who recognize the problem implement a simple and obvious solution: offer a variety of training programs available through an LMS and leave it to the new managers to identify the skills they need to develop, sign up and take the course(s).
But what about the underlying issues?
It is one thing for a new manager to learn how to provide constructive feedback. However, it is an entirely different thing for that manager to become comfortable with the idea of evaluating former co-workers and friends.
A training course can teach the logistics involved in managing grievances. Unfortunately, it is less effective in helping a manager who is emotionally unprepared to assume such managerial tasks as handling discipline and possible termination of employees.
And who helps the new manager who “inherits” a team that has been mismanaged by a conflict-averse manager who ignored poor performers instead of actively handling the situation? Where does that new manager find a confidential sounding board and receive the necessary support and encouragement?
Traditional training programs can provide knowledge and possibly some application of new skills. But they are not designed to develop and maintain a collaborative management team. They are not designed or scheduled to deal with real work issues as they arise. And they are not designed to guarantee a confidential conversation where new managers can feel safe to admit their worries and concerns and ask for help. This requires learning with a human touch where skills, attitudes and emotions can be fully explored and practiced in a safe and trusted environment.
Peer Learning Groups: A Safe Supportive Space for New Managers
Managers are often isolated, working within their organizational silos. It can be rare if the managers come together for an all-staff meeting. They need access to each other on a regular basis.
That is where peer learning groups come to the rescue.
They help new managers learn from more seasoned managers how to deal with real work issues. As a result, this enables the managers to develop a collaborative relationship. And because the peer learning groups are self-directed, their discussion is confidential so the managers can feel safe to be open and honest about their concerns.
Simple to implement, peer learning groups offer new and potential managers the support they need to learn, develop, and practice new skills in the flow of work.
Organizations that use peer learning within their organizational context for leadership growth have 36% more net revenue per employee, 9% higher gross margin and are 4.6 times more likely to anticipate and respond effectively to change
Question: What has your experience been with peer learning groups?
If your new managers are struggling, please book a call to discuss the use of peer learning groups. https://laurelandassociates.com/contact/
May your learning be sweet,
Deborah
#peerlearninggroups #managers #managementdevelopment #hrmanagers #trainingdirectors #laurelandassociates
