Developing managers

The ultimate guide to developing managers

Posted in Manager Development, Overview

Most mental health organizations offer limited training for developing managers. Furthermore, when we compare job descriptions from one organization to the next, we see a wide variety of tasks, as if no two situations are alike. So how do we develop our managers and help them grow into this job?

1. Developing managerial leadership

Most managers are natural leaders, though sometimes the relentless spotlight is exhausting. Therefore, we discuss the role, the mandatory adjustments, and the emotional toll of leading. 

2. Developing people and process skills

One of my favorite quotes about managing people is this: 

“Most people are deeply—and rightly—resistant to being managed. In fact, the real insight about managing people is that, ultimately, you don’t. The best performers are people who know enough and care enough to manage themselves. . . . Management [has the] responsibility to provide a context of values within which individuals can manage themselves and . . . take responsibility for their own performance.” 

Joan Magretta with Nan Stone. (2002; Reissued edition 2012). What Management Is: How it works and why it’s everyone’s business. New York: Free Press. pg 195.

Here we give you a crash course on developing managers for mental health practices.

3. Developing good managerial habits

Additionally, we look at some of the skills and habits that developing managers need to find managerial success.

4. Growing through employee issues

Furthermore, every developing manager finds that personnel issues are the most challenging part of the job. Here we look work at developing helpful ways for handling difficult employees and the emotions we find problematic.

5. How to overcoming hardships

As the years go on, all practice managers run into challenges and setbacks, and we need a process to work them through and come out on the other side. 

Here are several articles about a wide variety of setbacks that plague many owners and managers:

6. Redefining our roles

The one constant is change. Developing managers means helping them adjust to the ever-changing business environment, and old methods must evolve to accommodate new demands. 

The ultimate guide to manager development

In conclusion, we are reminded that no other dimension of practice development is more critical than developing managers within an organization. And it can be one of the more satisfying aspects of growth, the opportunity to walk together as the managers all learn together. 

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