2024 Author: Harry Day | [email protected]. Last modified: 2023-12-17 15:43
In my opinion, a leader becomes a leader when the development function comes to the fore for him. It is about both his own professional and personal development and the development and professional growth of his subordinates. At first glance, this may seem like an easy task, but in reality, leaders, in my experience, face difficulties.
They believe that it is enough to send employees to various trainings so that they replenish their knowledge and skills and then apply them in their work. Many managers really correctly assess their role and use various methods to improve the skills of their staff. The catch is that employees themselves do not always know why they need it, why waste time on it. The question arises: "How to make sure that I develop them, and they develop?" And there is no definite answer here. In order for the growth and development of employee skills to have a two-way effect, a whole range of measures is needed:
- It is necessary to create a need for the need for additional skills and knowledge. When does a person understand that he needs additional knowledge? When there is a task, but he does not know how to complete it. When there is something that prompts him to engage in self-study. Buy or download the necessary book, take additional courses, search for answers to questions in the bowels of the Internet.
- In addition to having a task that he cannot yet complete, he also needs to want to complete it. It makes sense to think about motivation here. In order for it to appear, it is necessary to create an incentive and need, both material and non-material methods. With material methods, everything is more or less clear, but for non-material methods there is a whole field for activity. Study your employee better, understand what motivates him today. If he has urgent needs for recognition, initiate a competition for a similar task, where, in order to prove himself, he will have to leave his comfort zone and make every effort to master the new material. The same system would work for employees with a leading need to achieve their goals. Also, for the fulfillment of the task, give them the opportunity for further career growth, expand the functionality and / or area of responsibility.
- The correct management style is important - this is when the manager, depending on the preparedness and ability of the employee, sets the appropriate tasks. Evaluate your employees, to which employee which leadership style is best suited. He is a beginner - he needs a direct style of instruction, he is already more or less familiar with the task - he needs a learning style, he has already performed similar tasks, he lacks motivation - support is needed here, or he is well prepared and ready to be independent - here it is worth letting go its to float freely and apply the delegation style. Correct diagnostics of their subordinates and understanding when and to whom it is necessary to give clear instructions, and when to simply let go, always perfectly encourages their further development and self-training.
- Feedback from the manager. There is an opinion that the leader should spend 5% of his time on each subordinate. This means that employees need to be dealt with, to give them personal attention. This is about face-to-face meetings, developing feedback, coaching-style leadership, mentoring, providing a friendly open environment and the possibility of open dialogue.
- And in the end the trainings themselves. There is no worse demotivation of employees for development and training than sending him to training "because it is necessary."Your employee will never learn something that is not given to him by nature, which is contrary to his interests and is a weak side. You should not teach an employee presentation skills if he does not like and does not know how to speak in public, and you should also not expect from the employee that he will be happy to sit at the computer and learn computer programs if his dream and natural talent is in communication and the ability to convince people … There are many techniques for identifying employee strengths. Having identified these parties, send them to the appropriate training. Instead of tightening up weaknesses, reinforce what is naturally strong and what the employee does with pleasure. Non-material motivation is provided for you here.
So how do you get employees to be motivated to develop and self-learn? Set them interesting tasks, click on their personal motivators, find personal keys for them in the right management style, give them personal attention, get to know them better and give them the opportunity to do what they naturally know how to do well. Then, after work, they will run to additional courses and trainings, read the necessary literature at lunch, and go to work like a holiday. The question "Why and for what purpose to develop in this company?" will disappear by itself. And as a bonus, you will get a loyal and dedicated employee!
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