I feel didn’t get much from the management trainings I have received. It’s nice that my company is trying to support me, but “Leadership 101” or “A Good Manager Is A Good Coach”, while treating key subjects, could not really help me in my daily activities, facing my very specific collaborators. What to do then?
Today, most managers accept the idea that it is their duty to develop their collaborators. This means, among others:
– spotting High Potentials and help them designing a path to reach their optimum,
– pushing the ‘Good-In-Job’ so they deliver at peak level and training them so they can take on more responsibilities,
– giving the ‘Overqualified’ some tutoring and training duties, making them represent their unit in cross-departments projects: finding for them ways to still progress, while they wait for the next opportunity at the right level.
In real life, though, very few manage to do so.
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I first titled this post ‘Is it possible to keep the talents in your company?’
But there is no real point there:
So what? Should we even bother and care? Of course we should, with a lucid and realistic mind.
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I can’t think of many things as useless as to-do lists.
That’s it. I’ve said it. Don’t shoot me just now, hang on a little longer.
Honestly, what is their point?
The classic to-do list of the managers I’m supporting is a never-ending, un-readable, depressing document, that they don’t much refer to except at the beginning and/or the end of the day. It does not guide them, it does not set priorities, it barely mentions what the deliverables really are…
You must use your time better? So you should do better than writing a to-do list.
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