{"id":85160,"date":"2024-05-07T02:00:00","date_gmt":"2024-05-07T02:00:00","guid":{"rendered":"https:\/\/business.udemy.com\/?post_type=resources&p=85160"},"modified":"2025-12-02T17:19:44","modified_gmt":"2025-12-02T17:19:44","slug":"importance-manager-leadership-training","status":"publish","type":"resources","link":"https:\/\/business.udemy.com\/resources\/importance-manager-leadership-training\/","title":{"rendered":"Empower Managers, Empower Teams: The Importance of Manager Leadership Training"},"content":{"rendered":"\n

There\u2019s a direct connection between a company\u2019s leadership and its business performance. Bad managers don\u2019t just make the workplace unpleasant \u2014 they cost organizations billions of dollars each year [1<\/a>]. However, companies with managers who exhibit strong high-performance behaviors and practices see a 43% growth in shareholder returns over five years [2<\/a>].<\/p>\n\n\n\n

Companies that invest in their managers and demonstrate that leadership development is an organizational priority see meaningful benefits. This investment includes actions like outlining clear performance expectations, offering formal strengths assessments, and providing feedback and structured development opportunities to help hone leadership skills.<\/p>\n\n\n\n

In today\u2019s working world, investing in the development of strong managers who can lead their employees through change is imperative for an organization\u2019s long-term strategy. We\u2019ll explore the lasting impact leaders can have on a business, and how enterprises can take a distinct approach to leadership development.<\/p>\n\n\n\n

A look at the current talent landscape<\/h2>\n\n\n\n

Over the last several years the talent market has experienced a period of rapid change. The Great Resignation saw a record number of people \u2014 one report estimates 50 million people in the US alone \u2014 voluntarily quit their jobs for roles that offered better work-life balance, pay, management, or a greater sense of purpose [3<\/a>]. Then, fears of recession brought layoffs and hiring freezes around the globe. So where does that leave talent management now?<\/p>\n\n\n\n

Some are calling the tensions seen currently the Great Talent Stagnation [4<\/a>]. While employees feel optimistic about their careers, they don\u2019t believe their employers offer advancement and learning opportunities. Employers have fewer roles to fill but are having a hard time finding skilled candidates.<\/p>\n\n\n\n

However the macroeconomic winds may blow in the future, leaders \u2014 particularly frontline managers \u2014 are an organization\u2019s most essential asset for attracting and retaining talent. Strong people managers can act as the polestar for their teams, guiding them through many of these current talent management scenarios:<\/p>\n\n\n\n

Employee engagement is a business imperative<\/strong><\/h3>\n\n\n\n

Managers are responsible for 70% of their team\u2019s engagement, according to Gallup research [5<\/a>]. Engaged employees approach their work with enthusiasm, contribute to wider business goals, and are less likely to search for new jobs.<\/p>\n\n\n\n

Technological transformation requires deliberate communication<\/strong><\/h3>\n\n\n\n

The impact of disruptive technologies like generative AI will bring positive and negative changes to the workforce. Frontline managers and leadership teams play a key role in guiding teams through this change successfully. In a recent Udemy survey<\/a>, 88% of employees recognized the importance of effective leadership in successfully launching generative AI initiatives at their companies.<\/p>\n\n\n\n

Manager behaviors can enhance the flexible work experience<\/strong><\/h3>\n\n\n\n

Hybrid work models are now a baseline expectation of many employees. According to an EY survey, 50% of workers said they are willing to go into an office no more than one day per week [6<\/a>]. Whatever an organization\u2019s workplace policies may be, a manager\u2019s behaviors within hybrid settings can make or break their team\u2019s success. Establishing trust in their employee relationships and providing regular feedback are critical leadership practices to drive engagement.<\/p>\n\n\n\n

Specific concerns for hiring and developing managers<\/h2>\n\n\n\n

In addition to the challenging talent trends described above, there are additional concerns when it comes to hiring and developing leaders. With today\u2019s tight talent market, hiring strong leaders is especially difficult; developing the skills and effectiveness of existing leaders takes on new urgency. The following reflections on the state of leadership development today are relevant for companies of all sizes.<\/p>\n\n\n\n

Limited internal pipelines for future leaders<\/strong><\/h3>\n\n\n\n

One concern you may face as a leader is how to \u201cbuild\u201d rather than \u201cbuy\u201d the talent an organization will need \u2014 in other words, training current employees with the skills required to take on leadership roles in the future. This talent mobility approach requires identifying the skills your organization needs in future leaders and creating a plan to develop these skills in your existing workforce [7<\/a>].<\/p>\n\n\n\n

Solving the issue of a limited internal pipeline involves systemized planning and careful effort. However, consistent effort to create internal mobility programs builds a consistent leadership pipeline, reduces the risk of hiring employees who are poor culture fits, and expedites onboarding times. Fifty percent of younger high-potential workers who receive leadership development opportunities report having a greater sense of purpose at work than their peers who don\u2019t receive these experiences [8<\/a>].<\/p>\n\n\n\n

The skills leaders need to succeed today differ from those of the past<\/strong><\/h3>\n\n\n\n

Whether you hire leaders externally or develop them from within your organization, you will want to ensure that they have the right mix of skills needed to succeed. Along with the changing nature of work itself, the most in-demand leadership skills have also evolved. Hugo Sarrazin, CEO of Udemy, says, \u201cbusinesses increasingly seek candidates who have mastered adaptive skills like navigating ambiguity, communicating effectively, and demonstrating resilience through setbacks.\u201d [9<\/a>].<\/p>\n\n\n\n

SMBs and enterprise companies approach leadership and management development differently<\/strong><\/h3>\n\n\n\n

Your company\u2019s size is likely to impact how you approach leadership development. SMBs might offer leadership development opportunities based on open roles and internal needs, while enterprises may opt for structured leadership development pathways that employees can choose to participate in or be nominated for based on performance. But there\u2019s no inherent advantage to being part of a larger or smaller company \u2014 you just need to lean into whatever methods are appropriate for your company\u2019s size.<\/p>\n\n\n\n

\u201cSome of the most effective ways to accelerate talent is learning through coaching and apprenticeship on the job,\u201d says McKinsey partner Anu Madgavkar [10<\/a>]. \u201cSmaller companies that may not be able to invest in a lot of more structured learning opportunities can still deliver a lot of hands-on, on-the-job training.\u201d One of the other advantages of the SMB environment is that these organizations tend to be flatter and provide more access to senior leaders, which makes it easier for up-and-coming leaders to learn from them. Larger organizations, on the other hand, can look for ways to combine structured learning with opportunities to work closely with other talented and more experienced individuals.<\/p>\n\n\n\n

The specific challenges of leadership development in SMBs<\/h2>\n\n\n\n

When it comes to leadership development, SMBs face specific challenges. Milton Corsey, Director of Human Capital Solutions at AchieveNEXT, writes in Harvard Business Review that the most common objections to leadership development he hears are [11<\/a>]:<\/p>\n\n\n\n