Leadership doesn't always lead others

In this era, we have heard a lot of news about "Leadership Training." There are online courses, business courses, seminars, conferences, etc. They are very willing to spend money and provide you with standard, boring content. The real story is that business customers have changed! What is no longer working in "70&70" and "' 80s!

Gone are the days when the “leaders” guided people to lead. Don't take the wrong way. Some companies need "the boss is the boss's leadership style, you don't ask him [or her]." But these companies are being eliminated.

Today's employees no longer want to "enter the company and stay forever." Ordinary employees are looking to make a living and work for you until "better things happen." There is very little loyalty!

I am not saying that doing so will devalue ordinary employees. This is the culture that has developed. Having said that, the leadership “training” offered today is usually based on realism 20 or 30 years ago. Since employees are leaving school/training/university around the age of 20 – they are not familiar with the familiar culture of the "boss".

Now, what can we do?

good question! I am very glad that you have asked!

We need to train our employees, not just the jobs they hire [receptionists, programmers, etc.]. We need to train them to take over the work of their supervisor! This type of training needs to begin immediately after the employees are proficient in the work they are doing.

For example, if a person is hired as a receptionist, what is the probability that this person will not become a receptionist in the next 30 years? They are very likely to want another job! Why do they accept the work of the receptionist? Because they need a "work" to pay the bill "they are looking for a better job."

Why don't you start training them "for a better job?" By doing this, once they are proficient in the jobs they are hired, they have the motivation to learn more.

They can help their supervisors complete other small tasks [archiving, record keeping, etc.] instead of sitting there watching their unhappy cell phones. In this way, they are learning from the perspective of the supervisor. This allows them to start learning the culture of the employer!

What you end up with is "support" for the supervisor. If the supervisor is ill or unable to use, they can temporarily intervene and fill out.

This is more meaningful than training someone to be a supervisor on a temporary basis, because he doesn't know what to do!

What is this doing?

It creates an atmosphere in which inviting employees will actually help improve the morale of the overall business.

Instead of simply guiding people [directing them] to do certain jobs, we are training our leaders to train them, essentially "replace them." This ups and downs in the chain of command!

From the boss of the training vice president to the documentation staff of the training receptionist, each employee should learn the duties of their direct supervisor. Supervisors at each level should train their own alternatives.

Then, when the promotion happens or people leave, your next level of replacement has already received the basic training required for the next level of work. They may not know "everything", but at least they should understand the basic daily functions. This will reduce the time required for their knowledge of more important responsibilities and responsibilities.

All in all, this method works. It is a way of "replace yourself" and is a culture that survives in the "modern era" of this business.

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