I'm looking for some brainstorming help. I'm working on developing some training for new managers - especially for those who have promoted "from the ranks." I'm trying to brainstorm an answer to the these questions:
Why are we doing this trianing?
What's in it for the participants to develop
skills that might be presented in this
training?

My thoughts on this training are that it's purely transitional - there is not a skill gap per se except that the people who will attend have never been managers before. They will move from being measured on their accomplishments to being measured on helping others accomplish things.

Any thoughts that you might want to throw out to help me in the process of putting this program together?

Thanks for your help.

Hi Cyndi -- actually that's quite a substantial, significant gap. People who have never managed others have quite a lot to explore and learn about themselves, other people, communication, organizational structure, etc.

Where is your current management in all this? Who gave the "order" to train these new people? Don't they know "why" they asked you to develop the training? I don't see this as a matter for brainstorming because there's really nothing around which to brainstorm at this point. I mean, how do you brainstorm the purpose of the training. If there is no purpose, then there should be no training.

I think you are asking for suggestions on content, but without more info, it's impossible to give a good answer. As FF suggested, the list of topics is endless when it comes to stuff new managers need to learn. You really need to do a gap analysis and audience analysis before even attempting to select objectives for the course - and then think about content later on when you know what it is you're trying to accomplish.

I would pin down the management on this one. They should provide a little guidance. On the other hand, they may be as much in need of management training as the newcomers are.

Another thread that had potential, but died before it ever really started...

I think its very dangerous to assume only Managers should be identifying the l&d needs of these people.

A true l&d professional should be doing precisely what Cyndi is doing. Analysing training needs is at the core of true development in any organisation.

Learning and development should be there to support the management team in identify the spcifics of the training need. I think it's very typical of managers to realise that development is needed, but perhaps not know what that should look like.

I would consider holding discussions with the 'new' managers. Discuss what they feel are their training needs. What challenges do they currently face? What concerns do they have about the role?

Perhaps use a leadership model like Tannenbaum and Schmidt to identify what they think their leadership style might lean towards.

Finally, you could talk to current managers about the same type of issues mentioned previously. What do they see as the needs and challenges for managers?

I hope this helps. Perhaps it could at least promote some more discussion...