By Rose Miller
I was asked to speak recently on the value of training programs. I was excited to speak on this topic because I’ve witnessed many examples of the damage caused by untrained managers, who are not self-aware nor able to embrace a culture of learning.
More managers are being asked to take on daily tasks instead of managing processes. It is a common mistake for managers who are new in the role to fall back on operational tasks because they lack the training to convert their energy into planning and directing from a strategic perspective.
Insecure managers are always in the weeds and micromanage every operational piece of the company. Unfortunately, these behaviors also demonstrate a lack of managerial training and a lack of trust with their staff.
Things can quickly go very badly when a manager is poorly equipped to deal with continual and relentless business issues. Signs begin to emerge. The person becomes abrasive, tends to ignore internal problems, keeps secrets, steals credit for others’ work, or passes blame for anything that goes wrong.
All these behaviors stem from a deep lack of professional training.
As insecurities rise, the person becomes very defensive, has difficulty accepting any type of constructive criticism and acts like a know-it-all. Their ego won’t let them admit to mistakes. They push decisions off to others, or worse yet, become paralyzed in committing to any decision whatsoever.
Lack of training presents itself in many negative ways. Here are some real-life stories of individuals, who exhibited self-development needs:
• A manager is screaming at an employee so loudly that the entire company hears and shudders.
• A manager secretly labeled as a bully by employees, sends a company-wide email criticizing an employee on their team.
• A manager loses his temper, picks up a chair and throws it at an employee.
• A senior manager embroiled the company in litigation due to promises he couldn’t deliver.
• A manager begins to make up lies to the Board about revenue objectives and fires individuals who report the errors found in the revenue projections.
Luckily, some managers will have an epiphany and begin to realize their deficits are impacting the company’s ability to reach its goals. I congratulate the emergence of self-awareness. Here are some excellent ways to embed a culture of learning.
Managers can:
• Join an advisory, chamber of commerce, or business leadership group.
• Serve on boards and volunteer for officer or committee chair roles on those boards.
• Invest in a professional coach or mentorship program.
• Read self-development books.
• Attend business courses, conferences, and executive workshops.
Some other ways to build a culture of learning are through policies that encourage coaching and professional development goals. Managers must be encouraged to allocate time for self-development and also have someone to turn to when under stress or when in need of problem solving.
A culture of learning, or learning culture, is one in which employees continuously seek, share, and apply new knowledge and skills to improve individual and organizational performance. The importance of the pursuit and application of learning is expressed in organizational values and permeates all aspects of organizational life.
An HR business partner will use culture audits and engagement surveys as a tool to determine learning needs. They implement systems for selecting, evaluating, developing, and promoting talent based on their ability to tie learning to company growth.
The culture shift can be supported with regular meetings and an idea portal for all employees to recommend innovations. Anyone remember the story of the 3M line employee who came up with the “Post-It” note idea? Allow employees to present innovative ideas to senior management.
A business environment of constant learning is today’s trend in a rapidly changing world. This type of environment attracts today’s workforce. It begins with the manager leading by example.
A leader who shows others the benefits of being a constant learner rather a boss who is continually trying to convince everyone on how much of an expert they are. In executive coaching circles, we use the label “expert” for someone who is shut off from learning. The person will go on and on about how much they know and do. The coach will respond with, “I can see you are quite the expert.” It’s not a compliment.
Preparation is key in creating an environment for change and self-awareness. First, drop the ego. Second, stop rewarding individuals who suck up and rather allow, and even encourage conflict. If you say the sky is purple- who in the room agrees with you and comments on what a nice shade of purple, it is?
Are they benefiting from agreeing with you and are you removing the people who say, “Wait, what are you saying? The sky is blue, and it’s been blue all day!”
A learning culture rewards individuals who bring new ideas to your company and managers learn how to be ready for a changing workforce, changing market trends, and changing economies.