A lot of organizations fall into the mistake of employing someone who has managed people before, and assuming that, since they are a qualified manager, they don't need any more help. Nothing could be further from the truth. The reality is that managers are human beings too, and just as cooking at house for some years does not leave someone entirely qualified to be a good chef (although it might well be a good start), being a good manager consists of more than having experience managing some people for a time.
This is the time that management coaches appear in. One of the most principal resources human resources can offer is the type of management coaching that turns a mediocre manager into the head of an all-star team. There's a reason that top CEO's of Fortune 500 companies spend a joint total of millions in one to one training with the world's most elite trainers. That cause is that even anyone with as many successes as Bill Gates or Steve Jobs understands that he doesn't know it all.
A similarity may be found in the field of music - George Gershwin took lessons in harmony from other composers, at a time when he was the most well-known and well-paid living composer in the world! If the leaders of the world take personal training, is not that an excellent sign that management coaching is a significant part of bringing out the best in your management team?
Where to draw the line is the only question. Does everyone who is someone's administrator needs a management coach? What if anyone is only a project leader? Lead engineer? Simply "senior" engineer, managing no one but himself or herself? The answer is certainly yes.
Anybody making management decisions needs coaching, and the reason is that no one is perfect. We all had to learn things anywhere, but changes in the world (especially raises in business performance) need us to adapt and stay in front of the curve. Like the kid's saying "you snooze, you lose", managers who receive no training "lose". They lose their edge, their team's advantage, and, if they are particularly bad managers, they might even lose their work force.
Skilled management coaching confirms that an angry lapse will never break up a team, that a bad day does not mean a bad month, and that groups are led, and not just managed. Raising leaders doesn't happen without investing in them, and management coaches are the most proactive means of doing that -- for a Fortune 500 CEO, and for your management group too.
For your management group as much as for any Fortune five hundred CEO, raising leaders does not happen without investing in them, and management coaches are by far the most proactive way of doing that. If the leaders of the world take personal coaching, is not that a good indication that management training is a crucial part of bringing out the best in your management team? Does everybody in a supervisory position require human resources coaching? An angry lapse will never destroy a team, a bad day will never mean a bad month, and teams are led, not just managed, when they are the focus of competent training.
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