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Employers, you saw something in your top employee. He had leadership written all over him. She is so good at what she does. It is just natural to take the most competent of your employees and move him up into management. That the next logical step, right? You interviewed an Ace-in-the-hole and you hired her as soon as you could. Uh, oh…what you thought you had all of a sudden is not reaching potential. Do you have time to mentor and train each of your managers? Do your tasks get in the way? How many times have you been frustrated by your directives not being carried out? Here are some common pains employers face with their middle managers:

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Common Experiences Employers Encounter with Managers

  • Excuses

    You give a directive. It is not carried out…again. The manager blames others…other departments, the group he is managing, time constraints, etc. You just want someone to take responsibility and get things done!

  • Lack of initiative

    Your new manager keeps coming to you for decisions about everything. He cannot make a decision on his own. You hired this person to run the department, not have you make all the decisions.

  • Poor time management

    Your manager is spinning too many plates. The priorities are out of balance. He is staying late in order to get everything done.

  • Poor communication skills

    He just said a bunch of things and nobody understood. Had you have known there had been a disaster in the warehouse, you could have done something, but nobody told you. Your manger has a hard time with critical conversations, both with you or with his subordinates. She doesn’t answer emails. He doesn’t check his voicemail.

  • Lack of leadership

    You hired her or promoted him because you saw some leadership potential. Now, he/she seems to have taken a step backward. This is not what you expected and you don’t have time to develop these skills in your new manager yourself.

  • Negative/critical attitude

    The manager is a constant complainer. Nobody under her supervision does it right. There is constant criticism of those around this person. Rarely is there a celebration, a notice of something going well. The manager struggles to be a team player.

  • Lack of self-awareness

    The manager becomes so task-oriented, she forgets that these subordinates are people. People rarely leave jobs, they leave managers and leaders. It costs quite a bit to replace and train over and over again. The manager that is not self-aware of how she comes across can cost a lot.

Does any of this sound familiar?

In many cases, you cannot afford to fire and go on a search for a replacement. You feel stuck. You saw the potential leader in your midst, but now you’re feeling like you made a mistake. However, something told you that this was the right move to begin with. Many times, your gut was right. It’s just a case of learning how to manage and supervise. You see, these great employees have rarely to never been in a situation to lead in this capacity. Sure, she knows her job well, but is struggling to manage people, time, tasks, production, etc. I can help take that burden off of you. I assess what you expect and incorporate those expectations into my training and coaching. I’ve been successful in drawing out what you saw in the first place. Let me take the burden of mentoring off of you and let you take care of your tasks.

Here are some of the ways I can help you. Note that I am not a cookie-cutter type of coach. I don’t have some program that I am selling to everyone. There are some major fundamental areas that stay constant as I coach and train. But, I take what you have, marry it with what is expected and make your managers better.

One-to-one coaching:

My favorite avenue, and in my opinion, the most effective is one-to-one coaching. Getting with a person weekly/bi-weekly and looking into who he/she is and how he/she approaches the position helps me lead him/her to incorporate and apply tools and tactics to everyday work. Using real time scenarios and coaching someone through those is the most effective way of making shifts and drawing out potential.

Group coaching:

Similar to one-to-one, coaching a group and using real time scenarios allows for us to build an effective team, a supportive environment, and use application successes and short-falls to adjust, train, and apply.

The combination of training and coaching:

One hour training sessions 3 times a month followed by 30 minute to one hour sessions of individual or group coaching bi-weekly. This allows an introduction to new information during each training session followed by applying and implementing what was presented into everyday work scenarios.

1 day and 2 day seminars:

Training seminars for participants to take techniques and tools back to the work place with them. These seminars are not only informational but experiential as well. Each seminar has time set aside to work through round-table exercises with teams of people from your company and/or with others from other companies. Seminars can be conducted exclusively for a single company or open to many.

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