Managers receive many forms of creativity and instruction from leaders, but ultimately they are solely responsible for applying planned principles to the day-to-day operations of getting the job completed, completed correctly, and done efficiently. Managers are mentors and problem-solvers. 

According to Harold Koontz, “Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals can co-operate towards attainment of group goals.”

Management is noted as a level of supervision between employees and the organization’s leadership. There are many paths to becoming a manager whether through climbing the ranks or exterior achievements, but you have made it so now what do you do? How do you develop your skills even further? 

What is management development? SHRM states, “It is the systematic process of creating effective managers. It is simultaneously rigorous, academic and practical.” Formal training should include communication (verbal and nonverbal), conflict management, and behavioral analysis. Management development empowers managers, no matter their level, to become more constructive managers and to move upward within organizations.  

Developing your management skills takes time and you should pick an area and start there. Identify skills that will make the greatest impact on your current role. Deciding on one skill at a time allows you to improve on those skills and see better engagement between their team. Create a plan that asks the following questions:

  • What is my objective?
  • What activity should I participate in to achieve those objectives?
  • What resources do I need?
  • How will I measure my progress?
  • What have I completed?

Whether you are a high potential employee, new supervisor, mid-management, or in leadership who have decades of experience, the workplace requires all of us to look at how we can continually improve on our skills that inspire and engage our employees.

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