Job creation is once again on the rise. Recent data from the Bureau of Labor Statistics announced a total of 250,000 jobs added in October. Of the sectors experiencing the most significant amount of growth in November were professional and business services, seeing an addition of 32,000 jobs, topped only by education and health services (34,000) and leisure and hospitality (up by 203,000 jobs for the year to date).
With new jobs being added each month, more managers are needed in order to supervise growing teams. In a perfect world, all new managers would undergo extensive, industry-specific leadership training prior to assuming their new role. However, research reported in the Harvard Business Review indicates the average age of first-time managers is 30. The same study found they aren’t receiving leadership training until they’re 42, more than 10 years after most of them started supervising junior staff.
Additionally, according to insight from the Pew Research Center, the U.S. labor force is comprised of more millennials than members of any other generation. Aged 22 to 37, millennials are both employees and first-time managers attempting to get their footing in roles for which they may not have been adequately trained. A recent Gallup poll indicates that this generation is especially keen on constructive feedback, but only 19% of millennials say they receive it routinely. An even smaller number of millennials (17%) say the feedback they do receive is meaningful.
This data presents a management quandary: The largest generation in our workforce is demanding better feedback, but they’re not being adequately trained to deliver it when in a position to do so. The growing workforce means we’ll need to hire or promote more managers at a faster rate, leaving little time for concrete leadership training. The best way to ensure that the managers of today and tomorrow are adequately equipped with the confidence to lead their teams effectively is to provide ongoing learning and coaching opportunities that, in absence of formal training, will allow them to be better at their jobs.
1. Encourage professional development, especially among managers.
Consider offering a training stipend to all eligible employees. If you find this benefit is being underused, consider incentivizing employees to take advantage of their professional development by offering an extra day of paid time off, or ensure employees actually use this benefit by making it a part of their yearly reviews. Encourage managers to seek out industry leadership workshops or management training courses along with building your own basic manager training course that is assigned to new managers.
2. Host monthly lunch-and-learns where managers can share ideas and best practices and ask questions of peers.
Consider bringing in outside consultants to help conduct these meetings, introduce self-evaluation exercises and offer fresh perspective insight into new approaches.
3. Use technology to help keep teams on track with both learning and hitting goals.
Software can help managers streamline communication with employees, see that everyone’s on track to meet their goals, hit deadlines and track and assign training. Managers can also use technology themselves to help with setting their own goals to grow their skills and expand their leadership knowledge.
4. Develop a mentorship program.
Pair newer managers with seasoned leaders. New managers, especially those without formal training, may be afraid to ask questions because they feel pressured to have all the answers for their teams. Encouraging them to seek guidance from a trusted mentor with a wealth of learned knowledge and a listening ear can help alleviate some of their worries and offer solidarity.
5. Make it standard for managers to meet individually with members of their team every other month for regular check-ins.
Yearly reviews are often conducted only to check an administrative box — they don’t typically provide sufficient time to give substantial feedback or determine a concrete plan for improvement. Sitting down for regular one-on-one meetings can help managers get a more holistic view of progress, specific needs and strengths of each team member. Frequent feedback discussions will help increase integration and success on individual projects and long-term goals. Feedback has to be a two-way street: received and given by both managers and employees reciprocally.
Instituting a combination of any of these ideas can help fill the leadership training gap and help new managers feel more confident in their roles.
