A leader needs more leaders and more managers to scale. If he/she doesn’t get more people to help manage teams and run the company, then he/she will be stuck with the whole job themselves – and as we know, YOU don’t scale. You’d be maxed out and stuck.
Often a leader appoints managers because they are people that came up through the company and were competent in their previous role, or they are people the leader likes or trusts.
But how do they know how to be good managers from there?
Do you just let them do what they think is best the way they want to do it? That’s a mistake.
Do you train your managers to be good managers? Where do you get such training?
You could use books and study them together or find a course.
Tell others with the comments below – it may help someone find the right training!
I have used Pryor Plus though out my career. A lot of options for first time positions such as supervision, management, and communication skills.
A lesson I have learned from good old stubborn experience:)
Now, we scale by building team leads & “the bench” along with them. We have been using roles and responsibilities. Keeping things simple and clear for the team by making the roles and responsibilities “R&R’s” no more than 3-5 for each. Then we add they KPI’s fewer the better (1-5) that the team member is responsible for. Key point for Leadership and management is to become accountable for how well you hold your team responsible for their R&R’s. Often we think the team member is the problem. The real question is how well is that teams leader holding their team responsible for their performance in accomplishing both personal and professional goals.
Defining the difference between accountability and responsibility will help clarify accountability for your organization