Management training 16.3% more effective in January

Impellus study discovers management training turns resolutions into results

 

New Year’s resolutions are typically associated with poorly-considered personal promises. Not in the world of leadership and management training it would appear. A study by Impellus, an ILM Approved Centre, reveals that Managers who undertake leadership and management training in January are more likely to take real action.

 

A study of over 2,000 Managers* reveals that the impact of training leaps by 16.3% when taken in January. Analysing when Managers attended their training, there was a significant rise in those stating that they were putting new skills directly back into the workplace when trained at the beginning of the year.

 

Is this just a coincidence, or is the New Year vigour helping Managers commit to making a real difference in their role? It would appear that the drive to implement change and resolution needs structure. Training provides Managers with the framework and processes to implement their goals, thus management training in January really is likely to give a better result.

 

So what are your Managers’ New Year’s resolutions? Training Managers with the desire for improvement now should provide a measurable and lasting impact in 2015.

 

*Sample of 2,337 Managers who have participated in Impellus Leadership and Management training.

Twitter – sharing the #training experience!

Twitter can hold the key to many business opportunities. We’re using it to open a new window into the Impellus management training experience.

Twitter is providing Impellus with the opportunity to engage with its customers and those interested in Leadership and Management training in a whole new way. We’re now able to share the interactive learning of our training courses with a wide audience through social interaction.

An opportunity for Impellus is to share action shots from our management training courses and give an insight into what we’re all about. We’re tweeting real-time action shots of our trainers delivering courses, Managers getting involved in training activities and images of our management training environments to bring the Impellus experience to life on a broader scale.

So to continue sharing the Impellus experience with those who haven’t been on our courses yet, here’s ten of our favourite leadership and management training snaps from across the UK in 2014.

 

Welcoming Managers for registration in Holborn, London

Welcoming Managers for registration in Holborn, London

A bright welcome to Managers in Bristol

A bright welcome to Managers in Bristol

Going through the gears - Impellus trainer explaining Situational Leadership styles

Going through the gears – Impellus trainer explaining Situational Leadership styles in Birmingham

Senior Managers making valuable notes to apply in their workplaces

Senior Managers in Leeds making valuable notes to apply in their workplaces

Managers having an enjoyable lunch in London

Managers having an enjoyable lunch in London

Enjoyable Learning - Managers working together to solve Team Game

Enjoyable Learning – Managers working together to solve Team Game

Interactive Training - Managers practicing their coaching skills in Birmingham

Interactive Management Training – Managers practicing their coaching skills in Birmingham

Interactive Training - Impellus trainers get involved in activities to support learning

Interactive Management Training – Impellus trainers get involved in activities to support learning

We always seek quality venues for our training courses - our venue in Manchester is no exception

We always seek quality management training venues –  Manchester

We always seek quality in our training venues - that's crystal clear!

We always seek quality in our management training venues – that’s crystal clear!

 

If you would like to follow us on Twitter you can find us at @ImpellusUK to see all the latest pictures, blog updates and management training course information. You can also follow us on Linked-in.

Management Training – Does your Manager still have a lot to learn?

A major study by Impellus, a specialist leadership and management training company, shows that the UK’s Managers are secretly keen to develop their skills

 

At what point does a Manager feel they’ve been in their role so long that there’s nothing left to learn? Traditional thinking suggests that Managers who have a year or two’s experience in their roles should be competent.

But a study of nearly 2,000 Managers from all over the UK by Impellus, a leading provider of accredited leadership and management training and development, informs us otherwise.

 

If your boss could be better at their job it may be that they secretly know that too.

“Our research shows that even Managers who had been in the roles as long as 20 years report a measurable difference in their ability after engaging in structured development training”, said Jon Dean, Managing Director of Impellus.

“Most bosses are aware that they can improve. In fact our research shows that nearly nine out of ten Managers finds training has a significant impact on the day-to-day abilities to be a good boss.”

 

The research shows, however, that if you work for a boss who has been in the role for over twenty years you could be working for a Manager who feels they know it all.

“Whilst two thirds of Managers who have been in their roles for over twenty years still agreed that training helps them significantly in their roles, that’s still a marked drop off from those Managers who have been in the roles for up to twenty years”, concluded Dean.

 

So if your boss isn’t as effective as you think they should be, maybe they would benefit far more from some proper management training than they might admit!

 

Training - Managers continue learning

(Click thumbnail) Impact of training on Managers’ roles

 

Source: Impellus survey of 1,847 Managers who have completed ILM accredited Leadership and Management training, June 2013 – October 2014

For further information or journalist enquiries:

Quotes and background:     Jon Dean – 01727 790799
Research data:        George Squires – 01727 790794

Open v. In-house management training – choosing the right course of action

Many clients deliberate between in-house and open management training courses.

Would in-house learning hit all our learning requirements or feel like a telling off? Would the external perspective of other delegates on open courses sharpen our Managers as much as the training itself?

Key factors to consider are the desired learning styles and outcomes, financial viability, qualifications you may receive and external influences.

We’re used to discussing these key factors in detail with our clients to help decide which management training style best suits their development requirements. The table below highlights important points which contribute to each management training factor.

The debate is currently also influenced by the 50% matched funding available towards our ILM accredited open leadership and management training courses.

 

Environment

In-house

  • At client site or choice of venue
  • Use subtle peer pressure to align whole teams
  • Ideal for consolidating teams of Managers through facilitative learning
  • Familiar environment for Managers

Open

  • Fresh learning environment away from workplace – helps Managers break free from performance or attitude preconceptions and allows clear thinking
  • Meet Managers from other businesses, sectors and organisational sizes
  • High standard of dedicated training venues
  • Lunch and refreshments served away from training environment
  • Limited delegate numbers
  • Fewer work-place disruptions or interuptions

 

Content/Structure

In-house

  • Ability to provide tailored or bespoke learning
  • Extend open course content to address business-specific needs
  • Specifically designed to your Managers’ requirements
  • Fully briefed trainers who have researched you requirements
  • Building of learning and development programmes to categorically deliver against specific objectives
  • Ideal for consultative learning
  • Private analysis, consultancy and strategic development

Open

  • Specifically designed to deliver real and immediate performance benefits
  • No role play
  • Mixed and non-didactic learning styles
  • Robust structure encourages Managers to take more responsibility
  • Delegates sharing external perspectives
  • Understanding that challenges are not industry-or-company-specific

 

Accreditation

In-house

  • Projects can be optionally accredited by the ILM or done without accreditation
  • ILM Awards at Level 3 and 5

Open

  • ILM Awards at Level 3 and 5
  • All leadership and management training courses accredited by the ILM can be taken individually or upgraded afterwards

 

Learning outcomes

In-house

  • Develop team understanding of what can be done differently to improve performance
  • Encourage new thinking throughout management teams
  • Create a large team of change agents to deploy in your organisation at the same time

Open

  • Managers appreciate similar challenges faced by peers of very different organisations
  • Managers can apply new skills directly into the workplace
  • Develop personal understanding of what can be done differently to improve performance
  • Encourage new thinking in an organisation

 

Booking and logistics

In-house

  • Venue booked by you
  • Managers together
  • Catering provided by you
  • Charged by day – right numbers imperative for best RoI

Open

  • Not all Managers out together at the same time
  • Flexibility in numbers and venue choice
  • All facilities provided by Impellus
  • Charged by delegate per day so highly flexible

 

 

Have a look at our leadership and management training day pictures to see what it’s like on an Impellus course.

Microsoft – what’s their game?

minecraftMicrosoft’s acquisition of Mojang – developers of 54m-selling game Minecraft – suggests the intent to boost sales revenues and market share. On closer analysis, however, the move illustrates a long-term game-plan to be leader in the market of internal capabilities.

The acquisition will bring undoubted sales clout, but integrating Mojang’s 40-man team into Microsoft’s cultural fabric can enhance development potential. The vision of an ‘inclusive business environment’ (Microsoft Vision and Strategy) will incorporate Mojang’s skills into the game studio to generate new thinking, collaboration and opportunities to build competitive advantage.

Microsoft’s organisational leadership emanates from its vision to continuously integrate market expertise – this manifests itself externally through acquisition strategy. Market leadership requires continual advancement of their internal capabilities by identifying expertise in the competitive environment. Integrating this into the ‘inclusive’ culture then supports its vision of long-term success.

To remain ahead of the game Microsoft has stayed true to its vision. The real prize of acquisition is the internal investment to outplay competitors in the long-term.

 

When the latest Management idea doesn’t work

We note with interest that Zappos, a US online retailer of footwear owned by Amazon, is to embrace ‘holocracy’. Holocracy is a management ideal which suggests that everybody is co-dependent, teams are overlapping circles, and that happy workers breed happy customers.

HolocracyHolocracy as a management concept isn’t new, the term was first coined in 2007, but this coverage gives it exposure. Other businesses, organisations and consultancy groups have made claims to latest and greatest management methods in the past. Toyota shared lean manufacturing and GE its Six Sigma efficiency model. Quality was every consultant’s byword in the nineties, we’ve had the Spaghetti Organisation (honestly) and IBM are experimenting with ‘agile management’ in an attempt to be more like the lean start-ups of Silicon Valley.

So should you adopt the latest thing? Julian Birkinshaw of London Business School has studied management ideas and says that ‘Nine-tenths of the approximately 100 branded management ideas I’ve studied lost their popularity within a decade or so’. He also notes that even Google and its once-lauded “20% time” idea, where staff were given one day a week to work on projects, is quietly being sidelined.

Birkinshaw concludes that there’s no one-size fits all management ideal and it pays to at least be sceptical of ‘latest techniques’. Improving the core leadership skills of managers so they can provide the ability to adapt management and cultural norms to fit a department or organisation’s goals are the long-term keys to organisational success.