an epiphany moment for the group – the
sudden realization that the group is empowered to question and change the way
the department operates. This moment
is another critical deliverable from the
facilitator and one of the reasons that it
is so difficult for a program to be self-facilitated.
Keys to Success
There are a number of keys to success for
a management development program, the
following three phrases summarize them:
BOX 3. Keys to Success
1. No surprises. All managers know exactly why they are there.
2. No spectators. All managers are there
as players and will play a full contributory part in the program.
3. Preparation. The better the plan for
the program, the more effective it will
be, including taking time to identify
the facilitator. In many ways, the facilitator is the program and finding
the right person who has the experience and technical ability to deliver
the program and the credibility to win
the hearts and minds of the managers
is a major key to success.
•;Include;job-related,;practical;learning;(it;is;more than theoretical)
is to manage each individual individually.
Management is not a one size fits all occupation—each member of staff is different
and the successful manager will manage
a team as a group of individuals and will
coach each one according to that individual’s personality and style. The facilitator
should also adopt this same approach with
each manager for two reasons: because it is
the most effective approach and because it
is a great learning situation for the managers themselves.
There are two aspects to any development program—acquiring new knowledge and learning new skills. Knowledge
can be learned from reference books,
webinars, or online education modules.
Skills need to be interpreted, practiced,
and refined. The management development program should encompass both
knowledge and skill learning and incorporate appropriate opportunities to
practice new skills.
Acquiring New Knowledge
Three of the topics raised in this series of
articles that are particularly relevant on
the road to R3 enlightenment, and that
really must be included in a management
development program, are:
Box 3 highlights the preparation that must
be done with the managers themselves be-
fore the program kicks off. This is where
the seeds are planted for preliminary buy-in
from the managers and their enthusiasm to
participate is nurtured. This requires good
coaching skills on the part of the director
with each manager. Box 3 also points to
the preparation required with the facilita-
tor, who is also going to need thumbnail
sketches of the managers, including the
best way to coach and mentor them. One
of the topics that must be included in man-
agement development is situational man-
agement and a fundamental aspect of this
Using dashboards and balanced score- •
cards as management tools
Assessing and implementing Lean Six •
Understanding when and how to address •
One of the topics that must be included in management
development is situational management and a fundamental
aspect of this is to manage each individual individually.
The imaging department will have a
number of initiatives and projects running at any given time, while also striving to achieve performance targets and
revenue goals set in its annual budget.
Dashboards and balanced scorecards
should be designed (as described in part
3) specifically to track progress with
projects and progress towards achieving
the volume, revenue, and expense budgets for the month, quarter, and year.
Producing the dashboards isn’t the role
of managers. Managers must use them to
understand variances and to rationalize