Managers who cannot adapt: redesigning management development

Divide the work of managers into three parts

Separate work into producing results by yourself, work supporting team decisions, and work creating an environment where you can continue to produce results. There are times when it is necessary to use your hands on site. The problem is not that managers are responsible for the actual work, but that their expected roles do not match their available time and authority.

Choose how to get involved depending on what you need.

Not enough material to judge

Convey knowledge and experience in a concrete manner.

I need to figure out how to proceed

Organize roles and constraints together.

The person is in a situation where he or she can think and choose.

Support judgment through questioning.

This is an explanatory diagram that organizes the ideas in the text. Please check each section for detailed conditions and specific examples.

First, check the situation where the results stop.

For example, consider a situation where a subordinate's proposal is rejected every time. Do they not know the purpose or quality standards, do they lack the information necessary to make a decision, or do they not have the authority to make decisions? Before deciding on whose abilities the issue is, check how the work will be done and the conditions under which the decision will be made. This is an explanatory example for considering support methods.

Communicate, advance together, ask questions

For those who don't know the criteria or methods, we will provide specific examples and reasons. When it's your first time working, managers will work with you, sharing their perspectives on decisions along the way. If the person in question has experience and material to make decisions, deepen the consideration by asking, “What should I prioritize?” and “Are there any other options?” Don't stick to one method; adapt it to your challenges and experience.

Design opportunities for practical trials and reflections

Attending training does not complete training. Decide what to try in your next meeting or proposal, who will observe what, and when to reflect. If the results are different from what you expected, check the individual's actions and conditions such as information, authority, workload, etc.

Aligning evaluation and how to select support

We check not only the team's achievements, but also the clarification of roles, the elimination of waiting time for decisions, and the extent to which subordinates can proceed on their own. In a short reflection, record the supports you used, how the other person reacted, and what you would do differently next time. Our goal in managerial training is to allow employees to choose the type of involvement necessary for their work, rather than a uniform switch to coaching.