What is a good executive training center
Learning to lead: the 11 most important training courses
11 seminars on the path to becoming a good manager
Survey among further education providers in the area of management training
It's done: the boss's promotion is signed in front of you. And yet you are somewhat uncomfortable. Instead of continuing to concentrate fully on your tasks, you now have an entire department to manage. “How is that supposed to work overnight?” You ask yourself. “Do I even have the right qualifications for this?” Is another question that goes through your head. But worrying your head doesn't do any good. Because learning to lead is a process, a craft that you have to acquire and never stop learning from. Because regardless of whether you are new to your leadership role, have a few years of experience as a manager or are an old hand in this field: you will never have reached the end of learning. Companies are constantly changing - and as a manager it is important to adapt to this. How, depends on the company, but also on your own strengths and weaknesses. We have compiled a small guide with the help of a survey of 13 training providers with expertise in management training.
"Leadership is a craft that can and must be learned," says trainer and business coach Dr. Carola Weckmüller from Consulting Excellence. Managers can acquire the appropriate tools through seminars. When taking on a management position in a company, all of the experts questioned recommend a basic seminar that contains the essential management tools in a nutshell: How do you deal with the new role? How do you position yourself vis-à-vis your former colleagues? How do you properly delegate tasks? How do you avoid conflicts and how does communication work? Because the latter in particular is the basis for being able to lead employees successfully. Dr. Ilga Vossen from the Academy for Business Executives is of the opinion: "Leadership is communication and communication at eye level." It is not uncommon for executives to find it difficult to involve others in conversations, to ask questions and to listen. “Instead, they concentrate on their own messages and lose sight of the conversation partner,” adds Vossen. That is why three quarters of the survey participants recommend communication training for new managers. The skills acquired can also be deepened and concretized through specialized seminars such as employee interviews and personnel selection interviews. Almost two thirds of the executives surveyed suggest further training in personnel selection interviews, and more than half recommend a seminar with a focus on employee interviews. Conversations with employees are the central management method, explains Knut Meinke from contrast Consulting: “My tip: Don't lock yourself in the office to read reports, just talk to your employees.
Together towards the goal
In a management position, you are not only responsible for yourself, but also for your employees. It's about working as a team and getting closer to corporate goals together. "Leadership serves to achieve common goals - and is not an end in itself," explains Anette Göll, who is responsible for the leadership competence field at Contur. Functioning as a team is therefore the be-all and end-all - the way to get there can be paved with seminars in the area of team development. Two out of three respondents recommend this. However, it is also certain that where many people work together, there is a certain potential for conflict. Different opinions meet, different types of people, so that there can be a crash in the office, in the workshop or on the construction site. However, this does not necessarily have to be harmful: Conflicts can also contribute to further development. As a manager, it is important to keep a cool head in conflict situations. Seminars in the field of conflict management, which more than half of the respondents recommend, convey how people in management positions can moderate, understand, and identify opportunities in conflicts. With appropriate models for resolving conflicts, these can not only be resolved, but also contribute positively to progress.
Put time thieves on the run
Management trainer Michael Dahl from Methoform gives this tip to all managers: “Make yourself superfluous without disappearing”. As such, they keep track of things, but must be able to delegate tasks to employees. Otherwise, they themselves can quickly become unbalanced - for example, if the to-do list has not become shorter after a twelve-hour working day. Time management seminars can therefore do no harm, say two thirds of the survey participants. Which tasks have priority? How do you turn off time thieves? How do you deal with mountains of files? Organized and targeted work in a structured environment is the solution. Only those who work consistently on their time and self-management can “safely survive in the face of constant changes, new challenges and daily management,” says Sebastian Kindler, product manager for leadership and leadership at the Haufe Academy.
For people in leading management positions, it is also important to look after their own personality and develop it further. Your own actions should always be reflected on. “Only those who take responsibility for themselves can also take responsibility for others,” says Kathrin Tremmel, product manager at ASB Bildungsgruppe Heidelberg. After all, executives fulfill several functions at the same time. They are often a coach, mentor, motivator or suggestion box for employees. Dr. Albrecht Müllerschön, trainer at the IHK academy in Munich and Upper Bavaria. At corresponding personality development seminars, which three quarters of the respondents recommend, topics such as "How do I increase my charisma and my impact in dealing with others?" in the foreground. “This topic is becoming more and more important because leading the future only works through trust,” said Müllerschön.
In order not to lose sight of the goal, schedule and estimated costs when implementing projects, more than half of the respondents also advise managers to take part in project management training. Further training in the area of change management (two out of three respondents) is also seen as useful in order to contribute to positive change in an organization with new strategies, structures and processes. It is foreseeable that not all employees will react positively to changes. They go hand in hand with changes, which some workers perceive as a burden. Nevertheless, companies are required to react to changing market and competitive conditions. In order to avoid potential for conflict, Anette Göll from Contur recommends an appreciative togetherness at eye level. This “is the basis for trustworthy and sustainable cooperation with all those involved at all levels”.
Coping positively with stress
As a manager, you can't shirk your responsibility. Time pressure accompanies everyday work. In addition, there are complex processes and the demands that employees place on the management position. Some can handle it, others find it stressful. That is why around half of the experts surveyed advise managers to take further training in stress management. The participants learn how to deal with stress in a positive, sustainable way without having to completely change their lifestyle.
Nevertheless, caution is advised with all the requirements that are placed on a manager. “Managers in particular are at risk of burnout due to high levels of stress,” says Daniel Pötzsch from the IME - Institute for Management Development. However, the demand for seminars on the topic of burnout is not as high as is often conveyed in the media, regrets Dr. Egbert Schwarz from the IHK Mittlerer Niederrhein. For many executives, the stress drop is still a taboo topic. The survey shows that it makes sense for managers to regularly take a “pit stop” - after all, they are not only responsible for themselves, but also for their employees. This is underlined by Michael Dahl, trainer at the IFM Institute for Management Consulting. Everyone should plan burnout prevention: "Because it requires mindfulness, which is the basis of self-management, which in turn is a prerequisite for leading others."
In the non-representative survey, which was carried out in October / November 2016, trainers from the following training providers took part: Academy for Business Executives, ASB Education Group Heidelberg, Consulting Excellence, Contur, Haufe Academy, IFM Institute for Management Consulting, IHK Academy Munich and Upper Bavaria, IHK Middle Lower Rhine, IME Institute for Management Development, Contrast Consulting, Manager Institute, Poko Institute Münster, ZWB Forum for Executives.
Looking for training? You can find seminars for managers here.
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