Management & Leadership

According to many professional human resource organizations, the number one reason why employees leave a company is because of their "Boss." More specifically, because of "bad relations" with their manager or supervisor. Now, before a manager say's..."Good Riddance...we didn't need that employee anyway!"... that manager really needs to think about the impact of that event, not only on the remaining employees, but on the organization as a whole. The impact is tremendous, and it did not need to happen.

First of all, the chances are very good that the employee who left was one of the Best Performers in the department. Talented people today will no longer put up with managerial incompetence and managers who just don't care about their employees. They will simply leave and go where there are managers who know how to lead. Secondly, it costs a lot of money and time to hire and train a replacement. Thirdly, the remaining employees now have to pick up the slack, and management can count on some resentment there, mostly because the workload of these employees just increased with no corresponding increase in pay...and the impact list goes on.

How did this problem come about? Because far too many companies promote the wrong people into management. That's right. They make someone a manager who doesn't have the slightest clue about to lead them...what makes them to hire the best to keep the people they and when to provide constructive feedback...what motivates people...what incentives and rewards their employees respond best to...what tools and information they need to do their jobs to deliver those to accomplish quality work through their employees, etc. And the reason why companies promote the wrong people is because of an age-old mindset that the "best employees" must make the "best managers." In other words, the people who have excelled in their past non-managerial job, are thought to "have what it takes" to manage others.

Actually, the scenario above isn't even the worst offense. Management and Leadership can be learned. Even if a manager doesn't appear to be naturally gifted as a people manager and leader doesn't mean that they can't learn how to do it properly, and it also doesn't mean that they can't eventually be great managers. Companies need to develop their managers into great leaders. The irony of this management conundrum is that it has been well known in management circles for years that many of the best "people managers" were mediocre, or average, in their non-managerial jobs, and someone in the company recognized the leadership capabilities in that employee.

The problem is that managers must get work done "through" other people's efforts by Leading, Coaching, and Counseling them. If you have a manager who doesn't understand people, and how to get the best work out of them, your business is doomed to lackluster performance. Remember, All Leaders are managers, but Not All managers are leaders. In fact, most managers out there in corporate America are Not leaders. The facts speak for themselves. Employees leave companies in droves. As stated earlier, Management and Leadership are skills can be learned. Even those managers who are disliked by their employees can turn things around if they are properly developed in the art and science of leading, managing, coaching, and counseling their employees. Another problem is that too many managers still think of themselves as "workers" or "technicians." Managers are no longer "technicians," and therefore they should no longer think and act like technicians.

1. What is it about ME as a Manager, and the Working Environment that I have created, that I have employees leaving the company, or, that I have employees performing poorly?

2. Is GOOD Performance being PENALIZED somehow?

3. Is POOR Performance being REWARDED somehow?

As a Manager, Always START with these questions and 9 out of 10 times you will find your answer.

With human capital so precious in the Information Economy, brain drain, due to an inability to keep your most talented employees, is the number one management problem corporations face in the 21st century. This problem is compounded now that Globalization is underway with its rapidly increasing competition from hungry and fierce competitors. It is a business imperative that companies start to take a closer look at just who they are unleashing to oversee their employees. Making the right decision the first time is critical to your company's success.

STOA GROUP can help your business by assessing the performance of your company's managers and develop those managers to become the People Managers and Outstanding Leaders that your employee's deserve. Your employees will thank you by remaining with your company and continuing to perform well for many years to come.

Employee Learning & Performance

STOA GROUP's philosophy and methods are completely in line with the latest theories, practices, and applications of the Science of Learning, Instructional System Design, Employee Learning, and Performance Technology.

A significant paradigm shift from the age-old practice of corporate "Training" is that these theories and practices emphasize the focus on "Employee Learning and Performance," instead of on "Training." This may sound like simple symnatics, but it's a dramatic shift in thinking because training and learning are Very Different concepts. "Training," in the majority of cases, is merely an "Activity," or a "Process," that is much too "Trainer-Centric," with high levels of passivity on the part of employees, which may or may not lead to employee "Learning."

In too many cases, "Training," done the old way through extensive instructor-led lecturing, rarely leads to improved performance and increased productivity on the job. Employees have to learn new skills, knowledge, and attitudes before they can perform well. Employee "Learning" programs must also ensure the "Transfer" of that learning to "Performance on the Job."

Before one of your company's managers jumps up and says..."Our Employees Need Training!"...a thorough Needs Assessment must first be conducted in order to determine the best intervention, and may show that there are several "Non-Training" interventions that could easily, and much less expensively, solve that manager's "Performance Problems."

If learning new skills, knowledge, and attitudes does call for a "Formal Learning Intervention," the days of trainers simply getting up and lecturing in front of employees for hours is over. The focus for companies today must be on "Designing Instruction" that best "Facilitates the Learning and Performance Transfer Process." The "Delivery Technology" available for instruction, may or may not require a "human trainer." If a trainer is called for, their role today has shifted to more of a "Facilitator" of "Learning." Not a "Sage-on-the-Stage," but a "Guide-on-the-Side" if you will.

At STOA GROUP, we believe that our professional and academic experiences provide us with the essential knowledge and skills to effectively facilitate the learning and performance of your managers and employees.