How can you develop a leadership program that mid-level managers will love?

There are nearly as many leadership theories as there are stars in the sky. To stand out from the crowd one must offer something unique in its approach and effective in its results. Only a small percentage of folks learn from reading a book or hearing a presentation. Most people remember and use sound leadership techniques that they absorb via experiential learning. At Battlefield Leadership, LLC, we provide leadership development programs which are specifically tailored to our clients' needs. We conduct them on them on the actual ground of significant historical battlefields. Our clients find the combination of outdoor learning using examples from military history to be the most effective form of learning they've ever experienced.

MLM confront a multifaceted array of challenges, from balancing operational duties to navigating team dynamics & facilitating effective communication across organizational levels. The constraints on decision-making autonomy & the escalating pressure to deliver results further compound their responsibilities. Amidst these challenges, MLM aspire for personal growth & skill development, underscoring the need for a targeted program that equips them with strategies to tackle these intricacies head-on. A tailored program becomes essential, addressing their specific challenges & fostering an environment where they can thrive and lead with confidence using peer-to-peer learning and networking to foster a sense of community and shared experiences.

La différence entre les collaborateurs qui stagnent et les collaborateurs qui évoluent est la suivante : Ils sont pleinement conscients de leur r?le dans une entreprise. Comment ? 1-Ils ont compris pourquoi on les a recruté 2- Ils ont cerné les enjeux directs et indirects liés à leur poste 3-Ils ma?trisent leur savoir-faire 4-ils ma?trisent la feuille de route de l’entreprise. Ces 4 éléments associés leur permet de donner le meilleur de leurs compétences au service des objectifs de l’entreprise. Et ce à court, moyen et long terme.

Understanding the unique objectives and goals of mid-level managers is essential to creating a leadership program they will love. To start, do assessments to determine areas that want improvement, then modify the program to meet those needs. To make the learning process interesting and useful, include interactive and practical components like peer collaboration and real-world case studies. In order to guarantee continued development and a sense of investment in their professional development, offer mentorship opportunities and continual assistance.

At Hikari Inc., our approach to management training is always personalized. Here's what we do: - We thoroughly assess the needs of managers, which helps us identify the gaps and challenges they face. We also assess their strengths, facilitate their learning and appreciation of each other's strengths, and teach them how to support each other in areas of weaknesses. Through one-on-one sessions, we tailor our approach to their daily tasks, enabling them to incorporate learned management techniques into their roles and responsibilities. We always ensure managers understand the importance of continuous self-assessment and learning to lead their teams effectively.

When it comes to choosing the right blended learning methods for individual managers, it's essential to consider how it will impact the group. This is why we ask about the preferred mode of learning and type of meetings in our pre-assessment surveys. In our work, we have observed that people's preferences differ based on the organizational culture and the individuals within management teams. The format of personalised training should not, however, undermine organisational effectiveness. As consultants, we have to ensure that there is an alignment that brings the management team together.

People learn in different ways. So your program needs to adhere to that sentiment. It can't be just static modules, or videos. It also needs to be hands on, Q & A, hearing stories from the leadership team and how they learned, walking through potential scenarios and allowing them to create problem statements, solutions and allowing them to gain the confidence in their skill sets - both hard and soft - while understanding there is a safety net.

Le blended learning est vraiment la solution idéale. Utiliser différentes modalités permet vraiment aux participants d’adapter leur emploi du temps avec les temps de formation. Les temps en asynchrone favorisent l’apprentissage à un rythme adapté à chacun. Les sessions en présentiel sont à privilégier pour les mises en situation, les études de cas et la pratique, la visio peut permettre de faire des retours d’expérience ou des séances en individuel pour traiter des problématiques spécifiques et individualiser la montée en compétence de chaque participant en fonction de son besoin.

Pour une transmission efficiente de savoir au sein de vos équipes, il est essentiel de prendre en considération le "profil collaborateur" . C’est un peu comme avoir 3 enfants et vouloir absolument qu’ils grandissent de la même manière. Apprennent et retiennent de la même fa?on. Grosse erreur ! Comme chaque enfant, chaque collaborateur a droit à un accompagnement personnalisé dans le développement de ses compétences.

Thoughts from my experience: - Make it fun. “Slide whipping” seems to be the norm for training these days. Nobody wants to sit and listen to someone talk through 100 slides. - Make it experiential and memorable. We learn by doing. The more people can get out of the classroom, see examples of what good looks like, and learn in unconventional ways… the better the outcomes. - Make it actionable. Through social learning, reinforcement, and customized development planning, action-based learning takes hold. These are the design considerations we used when creating LEADING for RESULTS, where 89% of participants said this was the best training they have ever attended.

I find that many Leadership Programs lack the learning retention and application component. While real-world scenarios are important and necessary to help with comprehending the knowledge of the model and how it applies to work, requiring leaders to put it into practice after the program is what helps build it into how they do things moving forward. Our programs have a 1 and 3 month, as well as a 1 year virtual follow up where leaders can discuss how they've been incorporating the learning and sharing best-practices while also receiving peer-to-peer coaching. Additionally, we require completion of a relevant case study after the program to showcase they understand how to apply the knowledge and what they are doing to put it into practice.

Our work at DDI has become increasingly focused on mid-level leaders, who are critical in the execution of strategy, have unique learning needs, but are often neglected. A few ways we create differentiated learning for this level are: - Assess on key skills and incorporate peer feedback into sessions. - Provide space for discussions related to individual context. - Create opportunities for peer learning and networking. - Teach on simple behavioural models that can be implemented immediately.

Proximidade gera Responsabilidade! Isso é algo a ter em mente seja para um programa de Lideran?a, um treinamento em geral ou qualquer estratégia de motiva??o. As pessoas precisam se sentir parte, se ver naquilo que está escutando ou aprendendo, precisam ter a capacidade de vinculativo e trazer para seu próprio dia-a-dia aquele novo assunto, caso contrario simplesmente ao finalizar o treinamento voltará a sua vida normal. De exemplos reais, busque levantar os cenários que acontecem realmente no cotidiano de cada pessoa de sua audiência e traga esses cases como parte do programa de treinamento. Quanto mais próximo da realidade de sua audiência for seu conteúdo maior a responsabilidade gerada. Proximidade gera Responsabilidade!

In my experience training mid-level managers, they need practical examples and advice rather than theories and models. They are balancing so many things with heavy workloads, they will be much more likely to apply what they learn if it is practical and simple. It also helps if the trainer/facilitator has real and relatable experience managing front line workers.

Always build your learners' reinforcement and support systems into the design of your programs. Most importantly, brief their leaders on the program, the goals for behaviour change, and their role in reinforcing the learnings.

Il est important de faire un programme sur plusieurs mois et non "one shot" pour que les participants puissent tester, en reparler, affiner, ré-expérimenter. L'expérientiel en conditions réelles permet de retenir plus de 90% des informations

A strong leadership program could combine both individual and group sessions. We don't become managers overnight and it's important to give space for trial and errors, not just for the managers but for the whole team. The ultimate goal is to foster a culture of trust where managers are able to learn and grow with individual sessions. The group sessions, on the other hand, are helpful for group support and feedback.

After each deal or season, sit with the team and ask questions. It's so much more than a SWOT analysis. It's also about allowing your future leaders to learn more about themselves - how they process information, how agile and flexible they can be when the plan changes, how they communicate internally and externally, how they hold themselves accountable, and how willing they are to ask for assistance, guidance and feedback when they get stuck.

Une enquête RH sur les objectifs d’évolution professionnelle des collaborateurs VS les objectifs d’évolution de l’entreprise , peut nettement favoriser la mise en place d’un système de développement des compétences efficace au sein de votre entreprise. De même cette vision globale peut favoriser la fragmentation et l’étalement dans le temps des modules de formation. En ajoutant une récompense à chaque palier validé, vous ressentirez de l’engouement et de l’engagement de la part de vos collaborateurs. Bien s?r, en plus du fait qu’ils auraient acquis de nouvelles compétences professionnelles utile à votre activité . Mais aussi transférables en cas de départ du collaborateur vers une nouvelle aventure professionnelle.

Existem algumas formas de medir o ROI de um treinamento como os 4 pilares de Kirkpatrick ou a metodologia desenvolvida por Jack Philips que trazem um embasamento teórico bem interessante para um tema bem subjetivo e controverso. Mas de qualquer forma uma das ferramentas mais simples e eficazes é a avalia??o de rea??o que precisa necessariamente ser feita logo após a realiza??o do treinamento para garantir que as pessoas saiam do treinamento, se envolvam com outras atividades e esque?am boa parte do seu feedback que seria muito rico se fosse colhido imediatamente ao final do mesmo. Assim tente criar surveys rápidos, max 3 ou 4 perguntas para medir a rea??o, assuntos favoritos e sugest?es de melhoria ;)

I agree with much of what has been said. I would also add that to do this effectively, consider that these folks have to manage both up and down and are sometimes stuck in the middle. When you create scenarios, make them as close to the actual situations as possible. Create opportunities for social learning and reflection. Bring in folks who are already doing it well to share experiences and trials and tribulations.

Crafting a leadership program that mid-level managers will embrace involves tailoring it to their needs and aspirations. Incorporate interactive and practical learning experiences that directly address challenges they encounter in their roles. Provide opportunities for peer-to-peer collaboration and mentorship, fostering a sense of community. Emphasize skills development that aligns with their career progression, such as strategic decision-making, change management, and team empowerment. Offer flexibility in program delivery, allowing managers to balance learning with their operational responsibilities.

To develop a leadership program that mid-level managers will embrace, conduct a needs assessment to understand their challenges. Customize the program to address their specific needs, ensuring it's relevant to real-world scenarios. Employ interactive learning methods like case studies and simulations, and incorporate mentorship and coaching. Provide leadership tools and promote networking opportunities. Offer flexibility in learning formats, recognize achievements, and maintain continuous feedback mechanisms. Include leadership challenges and projects for practical application. Communicate program objectives transparently, creating a tailored, engaging, and impactful learning experience.