Management Development:

Satisfying the need for ‘bigger’ managers

With a trend towards leaner, flatter and more responsive organisations, the role of mid-level managers has become a challenging and complex one, needing to cope with greater responsibilities and more sophisticated technology as well as an increasingly globally competitive market-place. There is a growing understanding that mid-level managers are at the heart of a company’s success. Without strength in this group, the organisation’s ability to implement its strategy and achieve results is significantly limited.

Our Approach

Our approach to developing heads of departments, middle managers and managers with line and operational responsibilities is one that focuses on the real environment in which they operate, looking at how strategies, actions and behaviours all interconnect. Our programmes seek to embed the learning through incorporating relevant support work such as mentoring roles, peer partnerships, action planning and live project work that reaches out across the organisation. Whilst the finished programme will be exclusive to the business we are working with, areas which could be addressed include:

  • Creating greater awareness of demands and challenges facing the organisation

  • Helping delegates to understand the requirements of an increasingly competitive and demanding market environment

  • Enabling delegates to develop appropriate strategies and systems to enhance performance

  • Identifying where culture change and development is needed and how to manage that change effectively

  • Developing the leadership and management skills necessary for future success

Mid-level leaders – seeing it as it is

For corporations who have a large population of middle managers and have recognised the need to invest in their managers but as yet have not found the right programme, Maier has developed Radar. Radar is a modular roll-out programme designed specifically around the needs of mid-level managers. This rapid change investment programme works on both the behavioural skills and day-to-day business practices required for this position. The programme takes nine to ten months to complete and is a combination of five, one day modules and five ‘seeing it as it is’ sessions:

  • Growth: becoming aware of your own management style and how others perceive you

  • Strength: developing your ability to performance manage strong teams

  • Inspiration: cultivating your role as coach and inspirational motivator

  • Challenge: learning how to execute strategy through people and using the value of brand to competitive advantage

  • Clarity: reviewing the importance of customers and the links between culture and strategy and the customer experience

Radar Model