4 Proven Steps for Building a New Manager Training Program
You likely already know the impact managers have on how things play out at work. It’s huge! Yet when it comes to advocating for manager training – especially for new managers – you need solid evidence and a strong plan.
We interviewed Joie Lim M.S., one of our leadership consultants who consults hundreds of organizations on new manager training, to get the inside scoop on how to make sure new managers are set up for success.
Why new manager training matters.
Research shows managers play a significant role in how teams work together and in an organization’s success. A recent report from The Predictive Index reveals managers are the key swing factor for employees’ engagement and whether they stick around.
Consider this: in teams with "bad" managers, as rated by employees on a 1-5 scale:
63% of employees are contemplating leaving within the next 12 months.
70% report their team members are also considering quitting within the next 12 months.
58% who feel their managers are burned out are actively considering resignation.
73% notice their coworkers showing signs of burnout at work.
These stats clearly show why manager training is a big deal!
Managers not only have a greater impact on the organization than individual contributors but also require a whole other set of skills. When organizations thrust new managers into their roles without proper support, it can mess with the bottom line – less productivity, lower engagement, and higher turnover rates.
Challenges new managers face.
Most leaders have experienced something like this: you’ve got a star team player who gets bumped up to manager status. A few months down the line, things start to go a bit wonky. Performance or engagement (or both) starts to drop. Next thing you know, the new manager's thinking this gig isn't for them, or you've got a valuable team member checking out (FYI, research says manager quality is more closely linked to retention than seniority, performance, tenure, or promotions).
So what’s the deal? New managers often struggle to coach and develop their teams effectively. They might not have those one-on-one skills nailed down yet, struggle with transitioning from coworker to boss, or find it hard to dish out constructive feedback, set goals, communicate priorities, or lead changes.
Whether fresh to the role and responsibilities or new to your company’s culture and systems, all new managers could use a little extra help. That's where a solid manager training program comes into play!
4 steps for new manager training program development.
Let's break down how to get your new managers set up for success with a strong workplace development program plan:
1. Identify objectives & goals.
First things first, figure out why you're doing new manager training. Get clear on what you want to achieve. Understanding its importance to your organization helps shape your objectives and goals, driving program success.
If you're into using the Kirkpatrick Model to assess training (we totally are!), align your objectives, goals, and key performance indicators (KPIs) with that approach. While objectives and goals may vary, certain elements remain crucial for any new manager training program:
Objectives
Set unified expectations and create a shared vocabulary.
Enhance retention, engagement, and performance for new managers and their teams.
Goals
Instill confidence in fundamental managerial skills (Kirkpatrick's level 2, learning).
Promote behavioral changes (Kirkpatrick's level 3, behavior).
Now’s the time to pinpoint your KPIs so you can gauge how well things went after completing your training. Using the Kirkpatrick Model, some KPIs to consider include:
Level 1 - Reaction: Learning experience feedback and attendance metrics.
Level 2 - Learning: Knowledge and skill acquisition feedback and self-evaluations.
Level 3 - Behavior: Behavior change evaluation and performance metrics.
Level 4 - Results: Engagement, retention, and satisfaction assessments.
2. Determine curriculum and content.
Now that you know your aim, it's time to build your new manager training program.
Start with the skills your managers need to crush it in their role, then build your program around those capabilities. Back in the early days of LifeLabs, our founders nailed down eight essential skills for top-tier managers. These are the backbone of our Manager CORE Program and provide a solid framework for any manager training initiative.
Next, decide whether to develop your training material in-house or outsource it. Consider the most effective way to teach those must-have skills. If you choose to handle it internally, keep in mind you'll be responsible for content creation, training development, and delivery.
Finally, select your delivery methods. We’re big fans of live training with plenty of hands-on practice to promote lasting skill acquisition. We also use the spacing effect – repetitive short bursts of learning – to match attention spans. For example, we do flash reviews in our CORE Program sessions and use recurring terminology, including company value words.
3. Set your manager training program up for success.
Your program starts the moment you announce it, so be intentional! Follow these best practices from the get-go:
Set clear expectations: Explain why it's important, how it will benefit everyone, and the participation guidelines.
Hold folks accountable: Mix skill assessments into performance evaluations and let your new managers know what's expected of them.
Sweeten the deal: Throw in some incentives like graduation programs, certificates, and badges.
Get higher-ups involved: Get the C-suite, executives, and influencers engaged in your program communications to emphasize its importance.
Keep the support coming: Offer a resource library, manager meetups for skill practice and reflection, HR involvement for coaching, and leadership feedback for accountability and recognition.
“One of my favorite moments in facilitation is that catharsis when new managers say, ‘It feels so good just to hear that I'm not the only one struggling with this.’ Many say they look forward to catching up with their cohort-mates and hearing fresh questions about content they've learned together.”
Nora Fallon, Facilitator
4. Evaluate the program for effectiveness.
Once you've wrapped up, it's time to see if your program's hitting the mark. Take a look at those KPIs you set at the start. Feedback and engagement surveys are gold for checking out how folks feel (Kirkpatrick’s level 1) and determining the end results (Kirkpatrick’s level 4).
Use these tools to dive deeper:
Have participants do our Manager Self-Assessment to evaluate learning outcomes (Kirkpatrick’s level 2).
Assess behavior changes (Kirkpatrick's level 3) with our 180 Manager Assessment.
How should a new manager training program be structured?
Managers set the vibe, so they must role model your culture and values as well as develop their teams effectively. Kick off your program with a session on values and culture. Include:
A review of your values.
Examples of how you live by them.
Insight into how they show up in your organization.
Next, get down to the fundamentals of one-to-one people management. Teach the basics like:
Coaching skills
Giving and receiving feedback
Productivity and prioritization
Maximizing one-on-ones
Finally, ensure new managers are up to speed on all the company policies and systems they deal with. Think:
Handling performance reviews
Using the performance management system
Navigating HR policies
Perfecting Performance Improvement Plans
Pro tips for overcoming resistance to program participation.
Here’s how to tackle some common resistance points head-on:
"I don’t have time."
Senior leaders can be your secret weapon here. Get them to personally invite new managers to the training and encourage them to keep tabs on progress with regular check-ins. And, make sure they know why this program is essential so they can help prioritize it.
Bonus Tip: Make it too good to miss.
Kickstart your training program with a session that truly resonates and engages participants, so folks make time for training. During a recent time management session, one participant shared: "To think I almost skipped this because a different team's fire got put on my plate. This two hours is going to pay off for months!"
"I don’t need training.” or “I already have these skills."
Time to sell 'em on the benefits! Remind folks about the power of a shared vocabulary among managers. Show them how this training can get everyone on the same page and help managers be top-notch role models for their teams.
Bonus Tip: "Nominate" folks for the program.
Sometimes, a little nudge does the trick! Pick out some new managers who might need extra convincing and give them a special invite to boost buy-in.
Conclusion
With these steps in place and incorporating some pro tips, you'll be well on your way to creating a training program that sets your new managers up for success from day one while also boosting engagement, performance, and retention for long-term org success.
