In some ways, the end of the review cycle is like the end of the holiday season. All the ceremony, decorum and protocol get packed away in boxes and sent to the attic, not to be seen again until the following year.  Often, the lessons learned, the resolutions, the improvement plans and the passion for “change” go with them. In early January, mangers with the best of intentions set forth to coach struggling employees, and employees with sweeping ambitions place themselves in the hands of responsible mentors and nothing really happens.

This isn’t just because of momentum or the pull of daily obligations. It’s often because managers, despite their intentions, don’t actually know how to make employees better. They know how to get things done (or they wouldn’t be mangers). And they know how to hire, fire, and delegate. But can they teach? Can they coach? Can they drive actual changes in productivity?

Training and Performance Improvement: Three Considerations

1. If your managers find themselves Read More