I know who you are. You are a manager. Your team is producing an adequate number of widgets per day and your widgets are, for the most part, meeting your company’s quality standards. Your boss isn’t on your case. So, what’s your problem?
The word “problem” may be a bit strong in your particular case, but let’s not quibble over semantics. Your “problem” is that you are pretty sure that you—and your team—could do better. There are gaps between what is and what might be, and you’re not sure how to close the gaps.
Your gaps may include the following:
- The friendliness of your team members to their customers—internal and/or external—is adequate, but not of the “knock-your-socks-off” variety.
- Fixing too many mistakes is taking up too much of your time.
- Team members take too long to complete assignments; your “back office” work is piling up and you are working overtime to try to keep up.
- There are petty conflicts among members of the team.
- There are subtle indicators that some of the members of your team are annoyed—or worse—with you or higher-ups.
- The flow of new ideas from the team has slowed to a trickle.
- Team members sit on their hands during meetings.
Can gaps like these be closed with training? Perhaps. As Griphook says to Harry, “It’s complicated.”
To be continued in my next post, Is Training the Answer?