There are a number of factors to address within this question.
Firstly are we talking about a manager and the team of people reporting in to them, or are we referring to a group or team of managers? For the purposes of today's article I will assume that we are talking about a team of managers. The second consideration is about whether or not and how much the individuals managers see themselves as a team and how much they interact, cooperate and rely on each other to do their work effectively as opposed to operating in a largely independent and sometimes even competitive way. I am assuming that the management team members in question do need to work cooperatively together and that the success of one manager's department or function can be significantly influenced by another manager's team doing their work effectively. It does not matter at this stage of the discussion whether or not all of the managers in the management see the need for this cooperation or indeed that do actively support one another. In fact if some or all of the managers do not see that this cooperation and support is essential for them all to be successful then this in itself is a strong enough reason to run a management training or development event for all of the team together.
Clearly a strong influence on this decision is based on the need for the training event.
The following circumstances would suggest that you run a management team development event with the full team:-
- to introduce or induct new team members
- to agree and develop a new vision and strategies for the business
- to implement change strategies effectively
- to address key marketplace, financial problems or operational difficulties
- to help resolve tensions or fractured relationships between the team members or with the team leader.
There are of course other circumstances which would indicate that you should run your management training courses with mixed or cross-functional groups of managers and I will look at those in my next article.
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