A leadership shortage looms for many industries. With current leaders retiring, destiny-shaping strategic decisions will fall into the hands of successors whose experience is largely confined to tactical decisions. With a declining economy, managers must devise processes to do more work with fewer resources. Unfortunately, most managers are well practiced in getting teams to follow established procedures not in conceiving process innovations. Finally, newcomers to management face the challenge of filling a role where future success depends less on stellar technical skills and more on interpersonal skills. 
To address these inevitable leadership challenges, more sophisticated managers will be required. Individuals whose role identify, self-evaluation, and core skills were linked to a job where they exert control over results, and are now being asked to revamp their psychology and skill sets to produce results through other people’s efforts. Accordingly, the current management team must figure out how to develop bench strength from within.
To sustain exceptional performance, management development must be a core competence not a crisis response. The management team needs to move from being competent to elite performers in redefining their A-Game. Competent managers orchestrate planning and directing work so it gets done efficiently and effectively. Elite managers not only get results done, but simultaneously improve people’s capabilities so they can produce better results in the future. They are superb coaches not only in one-on-one interactions, but in designing a work process so their team is continuously practicing to raise their skill proficiency, both as front line workers and soon-to-be managers.
“Developing Good Managers to Become Great Leaders” is designed for organizations that lack a management development process and seek to grow their existing talent, without working longer hours and depleting a training budget.
Learning Objectives:
- Understand the developmental tasks individuals must master as they move from being front line contributors to managers or from middle managers to leaders.
- Recognize dozens of signs of squandered opportunities to develop coaching and strategic thinking skills.
- Conceive and describe elite performance standards for managers, especially with respect to their roles in coaching and strategic planning (developed in Art Turock’s book, Invent Business Opportunities No One Else Can Imagine)
- Discover the best practices of top retailers and suppliers who have become talent hot beds for developing great managers.
- Learning-While-You-Work-Culture: Orchestrate over a dozen job-imbedded development opportunities, so ongoing honing of skill proficiency occurs even while work is getting done, requiring only minutes to perform and at little cost.
