The number one responsibility of managers is to get things done through other
people, and while doing so, making sure they get the best and most out of them. Many
managers have extensive education, training and experience in how to manage people.
Yet, of all the managers you have worked with throughout your career, how many were really
exceptional at this? Most people can immediately list a number of bad managers, and the
list of great people managers is short or even non-existent…
Because people are people and everyone is different. It's about preferences and
perceptions, and there is no one right answer. You can figure out how to do it well
with one person, or maybe several, and then you inevitably run into that person
that completely drains you and pushes all your buttons.
- How do you know your managers are getting the best and most out of your people?
- What strategies are you applying to help your managers be effective people leaders?
- What do you do today when you get complaints about a manager?
There is no one silver bullet to managing people well. It's about "a lot of little
things" that over time create an experience and certain expectations. Our approach
is practical and hands-on. We don't spend time in long and expensive training sessions
that rarely lead to changed behavior. Instead we partner with your managers and
help them navigate their current actual day-to-day issues, and they learn through conversations
and experiences. We also help organizations build the foundation for high-performing
cultures, and this cultivates more effective people leaders.
- Innovative designs for evaluating people and holding performance conversations
- Consulting on handling specific performance issues, terminations and layoffs
- Mentoring to prevent people issues from lingering
- Mentoring to engage superstars, and prevent unwanted turnover
- Mentoring to manage employee perceptions, pulse and the grapevine
- Consulting on cultivating good judgment
- Coaching using results coaching techniques
- Implementation of 360's
- New manager "quick-starts" to help them hit-the-ground running
- Evaluating management potential of both current and prospective managers