My company sponsored an absolutely amazing managerial training two-day intensive course, and I have to say although I was concerned about the work piling on my desk for those days, the time spent away was well worth it! Prior to the course sessions, we were instructed to read a Harvard Business Review article entitled, Becoming the Manager. Thankfully, due to my curiousity into professional development, the material covered, had already been a part of my understanding.
The topics in that article were geared towards dispelling the myths and uncovering the facts of managerial responsibilty and reasons not everyone would be primed for the task. It delved into the psychology and politics of becoming a "buffer" inbetween the organization, employees and departments. The difficulties between being a "star performer" and graduating to managerial status are vast, not everyone is cut out for it. The prominance, power and status are hard earned and come with alot of responsibility - something which is often misunderstood or misappropriated.
Nonetheless, a group of 20 or so of us took the course. At first, everyone was dreading the education, since many of the members in the group were long-time managers, not to mention that the material the instructors began with was basic and seemingly commonsense. Our tabletops were laden with slinkies, stress-balls, pens, hilighters and scrap paper. Looking around into the teaching space (a showroom for a toy company), we couldn't help feel that it was quite early in the morning and not enough coffee flowed through our veins just yet. Regardless, we began.
Low and behold, the session took a foothold by having each member in the room introduce themselves, titles, aspirations, strengths and ultimate goals. This practice certainly helped easy people into talking and developed a basic rapport with each other and the instructors.
We then bagan to answer questions and put solid achievable goals into an "Action Plan" workbook, allowing us to keep tabs on our ideas, techniques to accomplish goals we set, as well as recommendations from peers. I learned alot about those that worked in my office, and those I worked closely with. The business seminar opened my eyes to the human element stirring within the company I thought I knew. Ultimately, the realization was that we are all very complex, there are issues that are quite frankly, at odds with one onother constantly, and likewise, even though we work in the same space, we truly let work and tasks dominate the balance. I learned to keep people closer to me, and to work to develop tighter, more compassionate bonds with my fellow coleagues.
The topics in that article were geared towards dispelling the myths and uncovering the facts of managerial responsibilty and reasons not everyone would be primed for the task. It delved into the psychology and politics of becoming a "buffer" inbetween the organization, employees and departments. The difficulties between being a "star performer" and graduating to managerial status are vast, not everyone is cut out for it. The prominance, power and status are hard earned and come with alot of responsibility - something which is often misunderstood or misappropriated.
Nonetheless, a group of 20 or so of us took the course. At first, everyone was dreading the education, since many of the members in the group were long-time managers, not to mention that the material the instructors began with was basic and seemingly commonsense. Our tabletops were laden with slinkies, stress-balls, pens, hilighters and scrap paper. Looking around into the teaching space (a showroom for a toy company), we couldn't help feel that it was quite early in the morning and not enough coffee flowed through our veins just yet. Regardless, we began.
Low and behold, the session took a foothold by having each member in the room introduce themselves, titles, aspirations, strengths and ultimate goals. This practice certainly helped easy people into talking and developed a basic rapport with each other and the instructors.
We then bagan to answer questions and put solid achievable goals into an "Action Plan" workbook, allowing us to keep tabs on our ideas, techniques to accomplish goals we set, as well as recommendations from peers. I learned alot about those that worked in my office, and those I worked closely with. The business seminar opened my eyes to the human element stirring within the company I thought I knew. Ultimately, the realization was that we are all very complex, there are issues that are quite frankly, at odds with one onother constantly, and likewise, even though we work in the same space, we truly let work and tasks dominate the balance. I learned to keep people closer to me, and to work to develop tighter, more compassionate bonds with my fellow coleagues.
After reading through many of the binder sections on specific techniques ("Tools"), tactics and philosophies around good business management ownership and understanding, it was time to indulge in a little Q and A. Understanding how people thought through issues, resolved conflicts and dealt with crucial conversations truly defined what a good manager is and will always be.
On the second day, I could truly speak for the rest of the class in this instance, we began to put the "tools" into practice. Running through a couple of homework roleplay scenarios, we were suprised with a phantom roleplay scenario. This allowed each of us to truly put into action the new learnings from the course.
I have to say, coming out of that training course, I have not only become a better manager but a better person. The principles are one and the same with being a balanced individual as well as a team player, so take all of the instruction others will give and certainly heed my advice... get involved with training courses and seminars like thiis to enhance your business proficiency and know-how.
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