Let’s face it, people are messy and complicated. This isn’t a bad thing – being multifaceted means we’re complex and have depth. It brings nuance to the table and makes our lives interesting – it’d be boring if everyone’s personalities were as flat as paper, wouldn’t it?
That said, nuance and depth can make people difficult to manage. You can be armed with all the theoretical knowledge in the world, but nothing will ever prepare you for the reality of dealing with humans. For instance, how do you handle sensitive subjects like familial bereavement? Or tough conversations like redundancy? Your handbook and training might tell you about dates and renumeration, but they won’t be much help in navigating the emotional minefield. And even if they did, people are – repeat it with us – messy! One colleague might burst into tears while another might react with aggression – there’s no one-size-fits-all approach.
So, where does that leave us? Do we toss away the rulebook and lean into empathy, relying on our gut for all people management decisions? No, that’s a potential disaster waiting to happen. As with all things, we need balance – a good manager leads with empathy and fairness, all within the grounds of company policy.
Why it matters
Managers represent one of the single highest points of organisational risk when they fail to manage their teams well because their actions directly influence employee wellbeing, performance, and workplace culture. Poor people management – for example, failing to communicate clearly, address concerns appropriately, manage performance fairly, or support teams effectively – can quickly lead to:
- Lower morale and reduced productivity
- Disengagement, conflict, or grievances
- Mistrust of management and processes
- Increased absence and higher staff turnover
- Potential legal or compliance issues
That’s not a pleasant list to read. As the main link between organisational expectations and day-to-day employee engagement, managers who get things wrong can unintentionally create organisational risk that affects both individuals and the wider organisation.
So, what can we do?
The key ingredient is confidence. By having a framework of good practice, relatable and applicable examples, and accessible tools, managers are more prepared for the unique people-based challenges thrown their way. These back-pocket skills give them more time to learn about their team’s individual quirks and tailor their approach as needed. In other words – effective manager training gives you the foundation to go beyond the rules and manage confidently, while understanding the needs of your team.
The manager training wish list
Thankfully, managing people doesn’t have to feel like being lost at sea. With the right training, managers can lead and navigate through the choppy waters of people management. In our humble (expert) opinion, good people management training should:
- Contain realistic scenarios that managers can recognise and learn from
- Provide practical tools and resources they can use immediately
- Show clear, actionable examples of good practice
- Give managers confidence to practice decision making in a controlled environment
But wait, there’s more…
As an added bonus, confident and capable managers are a gift to any HR department. After all, if a manager successfully manages their team, issues get nipped in the bud long before they reach HR. This gives HR more time to focus on potentially more pressing matters and other areas of improvement in the organisation.
Summary
Consider all this as a friendly reminder to review your current manager training – does it fulfil the points in the wish list? Or does it have a heavy focus on policy and a blanket approach to people management?
If your answer is the latter, then you know where we are.