Manager Development
Problem
A rapidly growing organization was expanding faster than their talent pool could sustain. They needed a way to enhance the capabilities of their current managers while simultaneously creating a funnel of “promotion ready” employees to match their growth.
Solution
I evaluated the job description for Managers and then compared it to real-world observations to identify the immediate gaps. I then conducted a formal needs analysis and solicited feedback from managers, directors, department leaders, and employees.
After aggregating the data, I created a comprehensive list of the knowledge, skills, and abilities that Managers needed to be effective in their role. I then grouped these requirements into similar “domains” such as: hiring, coaching, operations, etc.
I then prioritized the requirements within each domain to ensure the most important, business impacting items received the greatest consideration. Then I re-arranged the domains (and the requirements within them) to optimize the flow of learning by creating “scaffolding.”
Next, I collected all of the current policy and procedure documentation available for each requirement. I used this information as the foundation for developing training content within each domain. If documentation was lacking, I worked with department leaders and subject matter experts to create new documentation.
Once I was confident that I had sufficient documentation for each requirement, I began developing content, one domain at a time. I developed multiple resources for each domain: self-paced training, real-world assignments, in-person training, skill workshops, & skill certifications.
Focusing on one domain at a time, allowed me to build and launch each domain in “sprints.” While managers began completing the content for one domain, I would work on the next domain – finishing in time for learners to progress through each block of content sequentially. This also ensured we began addressing the problem immediately, instead of waiting for the entire curriculum to be finished.
Once the curriculum was finished, I began enrolling the high-potential employees identified by the organization into the self-paced content to begin building a bench of “promotion ready” managers. I also partnered with leaders in each territory on the deployment of re-occurring monthly workshops to promote ongoing development, peer-to-peer development, and a sense of ongoing progression.
Macon Method
Organizations cannot grow faster than the capabilities of their management team. This is why it’s critical for leaders to focus on manager development. This is why it’s strategic element of the Macon Method.
Core Element: People
Strategic Element: Grow
Overview: Promote a culture of learning and offer a variety of learning options and various modalities. Track, validate, and celebrate employee development.
Outcome
Implementation of this program led to a rapid and structured approach to manager training. New Manager onboarding time was reduced to 5-weeks, the internal promotion rate surpassed 83%, and bench strength exceeded 40% in the first year.
