From Engineer to Entrepreneur: The Story of Ashish Manchanda

From Engineer to Entrepreneur: The Story of Ashish Manchanda

In a world saturated with stories of engineers turned entrepreneurs, we often skim the surface of their journeys, passing judgment on their career choices without truly delving into the heart of their struggles and victories. Today, we’re breaking that mold as we unfold the story of Ashish Manchanda.  Ashish began his career as a software engineer in 2004, delving into coding and software development for five years. He then pursued an MBA, gaining skills and diverse experiences from working globally under different leadership styles. His career took a turn for the better when he used the exposure and co-founded a bootstrapped startup called Culturro. As the saying goes, personality is the sum of our experiences, which rings particularly true in Ashish’s case. He has gleaned lessons from his journey’s triumphs and tribulations and transformed those insights into the foundation of a thriving company. His path was dotted with highs and lows, but his keen, observant nature and inquisitiveness have guided his journey, shaping him into the leader he is today. However, he still likes to say that he is a “work in progress” with a lot to learn.  Beyond leading and strategizing the next big move for his company, he finds joy in trekking, engaging with people in meaningful conversations, and coaching people. Now, let’s dive into Ashish’s story and explore how he wanted more from people management and impacted the professional journeys of hundreds.

From Experience to Excellence: Ashish Manchanda’s Leadership Lessons in Feedback and Growth

While many leaders and managers might express reluctance in handling the responsibility of managing teams, for Ashish, it’s a different narrative. Unlike those who find it stressful, he stands among the few who genuinely relish guiding and nurturing team members. In his eyes, managing people isn’t just a duty but the most rewarding and fulfilling experience as a leader. He attributes his leadership success to the lessons learned from his experiences with his managers. Those early experiences became the foundation upon which he built a more refined and effective approach to his leadership. 
My first manager was a godsend. He was supportive, caring, and performance-focused at the same time. Ashish Manchanda
He credits his people management style to his first manager back in 2004. He considers himself lucky to have worked with a supporting and understanding manager. Ashish credits his first manager to teaching him the basic nuances of team management. How to guide an individual, and how to give them autonomy. How to allow your team to make mistakes and put them in situations where they can learn. Giving them visibility inside and outside the organization. Giving them credit for their good work and building their case for growth inside the organization.
I still remember how one of my managers gave feedback to me. He was blunt regarding what you are doing right and what you are not doing right. Initially, it hit me hard. But when I reflected, it all made total sense. Ashish Manchanda
As an individual contributor, Ashish was always keen on self-improvement and eager to engage in the take of feedback. As a manager his knack for providing constructive feedback took root from a manager who had a systematic approach. Ashish recalls that this manager was refreshingly straightforward, not beating around the bush when it came to both strengths and weaknesses. No guesswork – just clear, direct insights coupled with actionable advice on how to grow and tackle challenges. Ashish acknowledges that this upfront and critical approach might initially sting, but he personally found it a catalyst for reflection and improvement in his own areas of development.
I adopt the same feedback style but do it subtly initially. Ashish Manchanda
When it comes to giving constructive feedback, his approach is slightly different. Ashish has a two-tiered approach. Initially, he opts for a more subtle and gentle feedback style, ensuring it’s not overly serious and critical for the receiver. However, if he observes that the feedback isn’t absorbed, he transitions into a more direct and blunt mode. The underlying motive behind his feedback is crystal clear: to foster growth and improvement in performance. Ashish’s feedback strategy is not just about pointing out areas of development but fundamentally about nurturing individuals to thrive and enhance their capabilities for the future.

Culturro’s Genesis: How Negative Leadership Inspired Positive Change

Throughout our careers, we encounter different managers – some serve as catalysts for growth, while others provide valuable lessons on leadership pitfalls unintentionally. Ashish Manchanda shared a noteworthy experience that influenced his leadership philosophy, teaching him what not to do in a leadership role.
One of my managers believed in an approach of raising their voice, demeaning team members, and needlessly applying pressure when it wasn’t needed. Ashish Manchanda
Reflecting on the past, Ashish vividly recalls a distressing period during his consulting days when he worked under a manager with a leadership style that caused significant agony. This manager employed tactics such as shouting and applying immense pressure for output, contributing to a toxic workplace environment. Resulting in employees having unpleasant and stressful experiences marked by micromanagement and toxicity. Not only did it have a negative impact on the performance of the team, but also led to significant employee turnover. Ashish knew that he had to shield his team from this toxicity to have a team that kept on performing day after day.  Micromanagement as a style may have worked well in the past, especially with a workforce that is not very evolved in its thought process. In today’s day and age, working with knowledge workers, millennials, and Gen-Z, it just doesn’t work. As per Ashish, it is a sure-shot recipe for disaster and failure.  
After this experience, the genesis of Culturro unfolded, driven by the purpose of aiding companies in establishing positive and thriving cultures. Ashish Manchanda
This experience taught Ashish Manchanda how toxic leadership harms team morale and productivity. This inspired him to start Culturro to create a positive and respectful work culture. The mission of Culturro is to create an environment where team members feel supported rather than pressured. For Ashish, effective leadership involves creating an environment that fosters growth, collaboration, and trust, steering away from fear and stress.

Learning Leadership: Ashish’s Key Takeaways from Feedback

Earlier, as a manager, I had a method of immersing individuals into challenging situations, much like throwing them into the deep end of a pool, to see how they would navigate. And only provided assistance when they struggled. Ashish Manchanda
Since the beginning of his career, Ashish always enjoyed autonomy in his roles. He thrived in situations where he was given a task by his manager, and he came through with it. Early in his days as a manager, he adopted the same. I.e., trying to give full autonomy to his team on how to get the tasks done. This approach worked mostly until it didn’t. Ashish had a crucial revelation through conversations with one of his interns. One of his significant mistakes was that waited until the end of their tenure to seek feedback on how he did managing them. During the final catchup, the intern highlighted that they struggled initially when Ashish handed them challenging tasks but provided little guidance and handholding.  This feedback became the motivation for Ashish’s transformation, highlighting two pivotal lessons. Firstly, he learned about the criticality of seeking and giving timely feedback, realizing the importance of early and regular check-ins to ensure a continuous dialogue.  Secondly, Ashish understood that cookie cutters don’t work well in feedback. Every person needs guidance and autonomy up to a different extent. This recognition prompted a positive shift in his management style, where he became more attuned to understanding people’s working styles and providing tailored support, even if it meant stepping out of his comfort zone. 

Ashish Manchanda’s Pro Tips for New Managers

Over the decades, Ashish has learned the ins and outs of leadership with hundreds of professionals. There have been mistakes on the way, but more than that, there are some evergreen tenets of effective leadership that his experience has unveiled. So, let’s check his tips for budding managers below.
Firstly, master the art of doing one-on-one conversations. That is extremely important. Ashish Manchanda
For budding managers, Ashish underscores the importance of mastering casual check-ins, which is often undervalued but fundamental in effective leadership. These check-ins go beyond mere feedback and discussions, focusing on building deep bonds and relationships with team members. At the core of this approach, one-on-one conversations involve connecting emotionally and creating dedicated space and time for meaningful interactions. Ashish advises managers to view these one-on-one conversations as a holistic approach that encompasses feedback but begins with establishing strong connections.
 The second is learning how to give constructive feedback. Ashish Manchanda
Another invaluable tip for managers is to master providing constructive feedback from a place of care. Striking a balance between offering guidance without hurting team members’ feelings while ensuring clarity is crucial. Let’s consider an example to illustrate this point: Consider a situation where a team member has submitted a project with some errors. A manager employing the principle of care in feedback might say, ‘I appreciate the effort you put into this project, and I see areas where we can improve for next time. Let’s work together to address these issues.’ On the contrary, a less considerate approach might be, ‘This project is full of mistakes. What were you thinking?’ The difference in approach can significantly impact the employee’s perspective. The considerate feedback addresses the issues and acknowledges the effort, fostering a positive and collaborative atmosphere. In contrast, the blunt feedback may demoralize the team members, potentially hindering motivation and future performance. Ashish emphasizes that conveying a clear picture without causing unnecessary discomfort is pivotal, especially at the outset of a managerial journey.
I practice a tough-love approach with my team, combining care and support with clear expectations and direct feedback. Ashish Manchanda
Additionally, Ashish practices the “tough love” theory, drawing inspiration from parenting. He recalls that after years of reflection, he realized that his first manager had the same approach. This approach involves caring deeply for individuals but being strict when necessary to focus on performance. He shares that while this method may include providing unconditional support during challenges, it also entails setting clear expectations for performance. Managers can also benefit from embracing tough love by balancing care, connection, and approachability with setting expectations, creating a conducive environment for growth and accountability.

How can Risely help?

Ashish Manchanda has developed their leadership style by working globally and observing different types of leaders, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps: 
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
  • Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night. 
Sounds exciting? You can start a free conversation with Merlin now!

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HR Trends 2024: Paving the Way for Workplace Innovation

HR Trends 2024: Paving the Way for Workplace Innovation

Have you ever had someone think your job as an HR Leader is a breeze? We bet you’ve chuckled at the misconception. Because, let’s be honest, as an HR professional, you know the ins and outs of the role, and it is anything but easy. The business world keeps evolving, and you’re right at the forefront, adapting swiftly to the changes. As we leap into 2024, your responsibilities as an HR are set to get even more exciting and challenging. Strategic plans, talent management, and employee wellbeing are top priorities for HR teams in 2024. After chatting with HR leaders and following trends, we’ve gathered insights on 5 HR trends for 2024. These trends aren’t just about staying ahead; they’re your guide to making the right calls for your organization. Ready to stay ahead of the curve? Let’s dive in! 

A Glance at HR Leader’s Journey 2023

Last year proved to be a turning point for HR Leaders, navigating uncharted territories shaped by the ripples of the COVID-19 pandemic. Faced with unprecedented challenges, HR leaders found themselves at a crossroads, prompting a reassessment of traditional workplace norms. What was once a distant echo—conversations around flexibility, work-life balance, and mental health—resonated loudly in the organizational policies. Integrating Artificial Intelligence sparked debates, yet HR professionals soon realized its indispensable role. AI emerged not as a threat but as a valuable ally, liberating HR teams from mundane tasks and allowing them to channel their efforts into strategic talent management.  As we stride into a new year, the trend forecast indicates a readiness among organizations to embrace necessary changes. Companies that initially viewed these transformations with skepticism are now earnestly adapting to the evolving changes. These trends from 2023 set the stage for the future of HR and provide valuable insights into what to expect in 2024. Looking ahead to 2024, several emerging trends are expected to shape the future of HR and redefine the HR landscape. You need to prepare for the following HR trends for 2024:

Trend 1: Harnessing the Power of AI in HR

A survey done by Gartner showed that a staggering 76% of HR leaders express concerns that their organizations might lag if they don’t adopt AI solutions in the next 12 to 24 months. This emphasizes the growing recognition of AI’s transformative potential in reshaping job roles and responsibilities within HR departments. As AI advances, HR professionals must adapt to this evolving changes. The adoption of AI holds the promise of streamlining various HR processes, including recruitment, personal development, workforce planning, and administrative tasks. It’s not just a technological upgrade; it’s a strategic move that can redefine efficiency and effectiveness in HR operations. According to Nutan Mishra, an HR generalist at Papermedia, “HR Leaders need to be tech-savvy and acquire the necessary skills to leverage artificial intelligence to carry out their responsibilities effectively.” By integrating AI into HR practices, you can enhance decision-making, improve candidate experiences, and focus on strategic aspects of human resource management. Integration is a transformative force that HR leaders can harness to lead their teams into a more efficient and impactful future. 

Trend 2: The Rising Importance of DEI Initiatives

In 2024, organizations will emphasize diversity, equity, and inclusion initiatives for a more inclusive workplace. A Gartner report shows that 44% of employees feel their organization’s DEI efforts alienate their colleagues. 42% say their peers view their organization’s DEI efforts as divisive and resent DEI efforts. To bridge these gaps, HR leaders can spearhead DEI goals and strategies. You can start by developing comprehensive initiatives, like diverse recruitment and implicit bias training. Additionally, creating opportunities for diverse career advancement through mentoring programs and inclusive talent management practices is crucial. Prioritizing DEI attracts top talent, boosts employee engagement, and fosters innovation. It’s essential in creating a workplace where everyone feels welcomed and valued.

Trend 3: The Pay Transparency Imperative

The call for pay transparency is not just a preference; it’s a fundamental shift in employee expectations. In the modern workplace, employees seek openness and fairness in compensation. Transparent pay practices contribute to a positive work culture, fostering trust and enhancing employee engagement. Gallup’s 2023 State of the Global Workplace Report highlights a significant employee concern pay related issues. A notable 28% of respondents desired changes in pay structures, including more prompt payments and recognition aligned with their roles. As an HR leader, you should take this seriously because today, top talent values transparency, and organizations that embrace pay transparency are more likely to attract and retain skilled professionals. It aligns with the values of a new generation of workers who prioritize fairness and equity.

Trend 4: Unlocking Hidden Talent in 2024

In 2024, HR Leaders will witness a paradigm shift in talent acquisition strategies, focusing on tapping into hidden talent pools. Hidden talent refers to individuals who are not actively job-seeking but possess valuable skills and experiences. By tapping into hidden talent, HR leaders can diversify their talent sources, bringing unique perspectives and capabilities. Also, hidden talents often possess specialized skills that might be challenging to find through conventional recruitment methods. Proactively reaching out to these individuals will allow organizations to address specific skill gaps more effectively. You can reach these hidden talents by leveraging AI-driven tools and platforms to identify them within networks. HR teams can also establish talent communities or networks where individuals can connect with the organization. Tapping into hidden talent is not just about expanding the talent pool; it’s about embracing diversity, fostering innovation, and strategically addressing digital skill gaps

Trend 5: Promoting Sustainability in the Workplace

In 2024, HR professionals will take center stage in championing sustainability within organizations. The growing emphasis on eco-conscious practices requires HR departments to lead the charge in reducing carbon footprints and fostering a workplace culture grounded in environmental responsibility. Key focus areas include promoting eco-friendly habits among employees, integrating green procurement practices, and advocating for remote work to curb commuting-related carbon emissions. To achieve these goals, you must engage in employee education campaigns, collaborate closely with procurement teams to identify sustainable suppliers, and champion policies encouraging remote work and alternative transportation.

How Can HR Leaders Stay Ahead of the Game in 2024?

  • Focus on Strategic HR Initiatives: HR leaders should prioritize strategic initiatives, such as workforce planning, talent development, employee experience, and organizational culture, to drive business outcomes.
  • Develop Business Acumen: HR leaders must understand business strategy, financial metrics, and industry trends. Developing business acumen allows HR leaders to align HR strategies with organizational goals, drive decision-making, and demonstrate the value of HR initiatives.
  • Embrace Technology and Data Analytics: HR leaders should stay informed about emerging HR technologies, AI, and predictive analytics to leverage data-driven insights, streamline operations, and improve talent management strategies.
  • Foster a Culture of Innovation and Agility: Encouraging innovation, experimentation, and continuous improvement within HR departments creates an environment of agility necessary to adapt to changing business needs.

Wrapping Up

2024 is set to be a transformative year for HR. As we move towards a future driven by technology and data, HR professionals must stay ahead of the curve and embrace these emerging HR trends in 2024. The HR landscape is evolving rapidly from the rise of inclusive cultures to embracing AI and prioritizing employee wellbeing. As HR leaders, you are responsible for adapting and navigating these changes, ensuring your organizations thrive in this new era. By staying informed, being proactive, and fostering a human-centric leadership approach, you can shape the future of HR in a way that empowers both employees and organizations.

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Top 8 L&D Trends 2024: The Future of Learning

Top 8 L&D Trends 2024: The Future of Learning

Learning and evolving go hand in hand. To grow, you need to keep learning and to know; you must develop and adapt to changing circumstances. Learning & development (L&D) is yet another ever-evolving field. With the integration of artificial intelligence (AI) in the workplace, the field of learning has taken a significant turn and become even more dynamic and transformative. With the concept and learning methods constantly changing, it’s time for you to learn about the L&D trends 2024 that will shape how we approach learning and skill development. This blog speaks about these trends and their implications for the future of learning.
Learning and development has come a long way since its inception. Over the years, L&D has evolved to meet the changing needs of the workforce and the advancements in technology. It has transitioned from a traditional, classroom-based approach to a more modern, learner-centric model. Today, the focus is on providing personalized, flexible, and engaging learning experiences that cater to the individual needs of learners. The evolution of L&D has paved the way for innovative approaches and trends reshaping the future of learning. In 2023, the field of learning and development witnessed significant advancements and many trends that set the stage for the future. One key milestone in 2023 was the widespread adoption of remote learning. As the world grappled with the challenges posed by the COVID-19 pandemic, remote learning emerged as a crucial solution to ensure the continuity of education. Educational institutions, corporations, and individuals quickly embraced remote learning, recognizing its potential to provide flexible, accessible, and engaging learning experiences. Another significant change was the increasing emphasis on lifelong learning. Continuous learning culture became paramount with rapid technological advancements and the ever-changing nature of work.  Moreover, 2023 also witnessed a growing demand for soft skills. Employers recognized the value of skills such as emotional intelligence, teamwork, and communication in the workplace. The increasing automation of specific tasks highlighted the significance of uniquely human skills that are difficult to replicate through machines.
Now that we have revisited the previous happenings let’s learn about the L&D trends 2024 that you must look out for. Look at these and think about what changes you could apply to your L&D programs to enhance their effectiveness and make them more relevant to employees and organizations alike. 

AI- The New Educator?

AI is becoming increasingly integrated into our lives and workplaces. It impacts our work’s quality, speed, cost, and efficiency. No wonder it’s also making a stronghold in the field of learning. AI is becoming the go-to for all learning platforms. AI-driven adaptive learning systems analyse individual learning patterns, offer personalized content, and provide real-time feedback, acting as virtual tutors. It gives users more independence on how and when they wish to learn. AI’s predictive analytics help L&D professionals effectively identify areas of improvement, create tailored learning paths, and enhance the overall learning experience. As an L&D person, you must be using AI to provide learning, but take it a step ahead this year. Think about the other implications of AI that can make it easier for you to impart knowledge and also make efficient programs for larger organizations making.

Remote Learning

With AI, remote/online learning continues to evolve, offering flexibility and accessibility. Advancements in technology enable interactive virtual classrooms, fostering collaboration and engagement among learners regardless of their geographical locations. Pay attention to how you can utilize and create platforms for remote learning by leveraging AI, VR, and AR to create immersive experiences. Online learning is here to stay. An Emeritus study showed that between May 2020 and January 2023, interest in fully online learning programs rose by 8.5%, and interest in hybrid learning programs rose by 17%. L&D trends in 2024 declare that it’s time we focus on this shift in learner expectations to create efficient learning programs.

Lifelong Learning

Gone are the days when having one skill would be enough at work. These days, it’s all about learning and adapting to newer skills and advances. The concept of lifelong learning will remain prominent as L&D trends 2024, emphasizing the need for continuous skill development. Organizations provide resources and incentives for employees to pursue learning opportunities beyond traditional training programs, ensuring they stay updated with evolving technologies and industry trends. Also, lifelong learning seems to be a key competency for L&D professionals as well. As Denise Fekete, Talent Development, AI tools and Change Management Consultant, rightly says, “We’re teaching other people how to learn, so we should also be open to learning ourselves in this exponentially shifting area of L&D.” 

Microlearning

We know how the human attention span is on a constant decline. This has made microlearning a highly essential aspect of L&D trends in 2024. Microlearning involves delivering bite-sized content, making learning more digestible and accessible. It suits the modern workforce with shorter attention spans, allowing employees to consume information in short bursts, often through mobile devices, ensuring better retention and application. However, it also challenges L&D professionals to create learning plans with shorter yet effective content while remaining relevant in the vast sea of information that surrounds us all the time. 

Data-driven Learning

Learning analytics and data-driven approaches help organizations measure the effectiveness of their training programs.
Learning analytics provide insights into how learners engage with the content. Metrics like time spent on modules, frequency of logins, and interaction rates with different types of content (videos, quizzes, etc.) can further assist L&D professionals in adjusting and enhancing their approach. Learner performance data reveals areas where individuals or groups might struggle. This could involve tracking quiz scores, assignment performance, or even the frequency of revisiting certain modules. Recognizing these gaps helps tailor learning interventions to address specific weaknesses. The use of learning analytics and data-driven approaches allows for a more targeted, efficient, and personalized approach to learning, thereby improving overall outcomes and ensuring that learning experiences are continuously optimized based on empirical data.

Tailored Learning- one size fits one

L&D trends in 2024 say that the shift towards personalized learning experiences will continue and grow further. One size fit all is a thing of the past as we see the world move towards a one-size-fits-one approach instead. Tailored learning focuses on individual needs and preferences. AI-driven platforms curate content and learning paths based on learners’ strengths, weaknesses, and learning styles. A workplace skills study by Emeritus showed that 63% of Professionals are Looking for Personalized learning and developing opportunities for enhancing their careers. Risely functions on this particular premise-customized learning. Since every individual is different, so are their situations and challenges. Risely takes time to understand your particular challenges and offers you personalized support through various means on specific skills that you need to develop so that you can overcome your obstacles and become the manager of your teams.

Can games and learning be done together?

Gamification in learning gains traction. As we know how prevalent microlearning is getting challenging learning platforms to make learning interactive and engaging. Integrating gaming elements into educational content enhances engagement and motivation, making learning more enjoyable while reinforcing knowledge and skills. Gamification of learning has been a part of school for several years now. And we see more and more of gamified learning happening in the professional space as well. As an L&D professional, this is going to be an essential part of successful learning- making learning fun and engaging.

What about soft skills?

Soft skills remain crucial in 2024. With automation taking over routine tasks, the demand for skills like emotional intelligence, communication, adaptability, and problem-solving grows. L&D trends in 2024 go for programs that increasingly prioritize the development of these skills to create well-rounded professionals. Emotional intelligence, comprising self-awareness, empathy, social skills, and self-regulation, is highly sought. It enables employees to navigate complex social interactions, manage conflicts, and cultivate healthier work environments. While technical expertise is essential, combining technical skills with solid and soft skills creates well-rounded professionals who can adapt, communicate effectively, collaborate efficiently, and lead through change. This ensures success in the dynamic workplace landscape in 2024 and beyond.
Apart from focusing on and incorporating these L&D trends 2024 into your plans, there are some other things you can try as well. As a bonus, I have a few tips for enhancing the implication of new learning for yourself and your organizations. 
  • Embracing Change and Learning: L&D professionals must adopt a growth mindset and stay updated with emerging trends and technologies. Embracing change allows for adapting new methodologies and tools to continually enhance learning experiences.
  • Connecting New Training to Pre-existing Company Objectives: Aligning training programs with organizational goals ensures that learning initiatives contribute directly to the company’s success. It’s crucial to bridge the gap between learning outcomes and business objectives to demonstrate the value of L&D efforts.
  • Equity and Inclusion: Promoting diversity and inclusion within learning environments is vital. L&D professionals should design training programs that are accessible, inclusive, and considerate of diverse learning styles and backgrounds.
  • Agile Learning Approaches: Implementing agile methodologies in L&D allows flexibility and quick adaptation to changing needs. Agile frameworks enable rapid course corrections and updates, ensuring training remains relevant and effective.
  • Employee Feedback and Engagement: L&D trends are not just about the world, listen to what your employees are saying! Soliciting employee feedback helps design more effective training programs. Engaging employees in the development process creates a sense of ownership and increases participation and commitment to learning initiatives.
  • Measuring Impact and ROI: Measuring the impact of learning programs on employee performance and business outcomes is crucial. Understanding the Return on Investment (ROI) helps justify budgets and refine learning and development strategies for better results.
In the ever-evolving landscape of Learning and Development, things can change in the blink of an eye. This is why professionals must learn adapt to shift, align training with organizational objectives, and prioritize equity and inclusion. Embracing newer methods of learning that align with the company and employee expectations is also essential. Moving ahead, professionals also have the challenge of making bite-sized information effective yet engaging for its users. However, by keeping these L&D trends in 2024, you can create robust, responsive learning ecosystems that drive individual growth and organizational success. Let’s get going on yet another exciting year of learning.

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Top 6 Leadership Trends 2024 For You

6 Leadership Trends That Will Shape 2024 For You

As the year ends, it’s the perfect time to kickstart a review and plan with the leadership trends 2024. If you are a manager or a leader wondering how the next year will look, you are in the right spot. But before embarking on this journey, let’s remember that management, leadership, and workplaces are dynamic and ever-changing setups. While we can keep track of trends and prepare accordingly, there’s always some surprise that the world can throw at us. The key to success, thus, remains agility and adaptability. With that note, let’s head on to discover the state of leadership in 2024.  Leadership trends are like the roots from where your plans originate. For individual managers and team leads, this is a great place to start envisioning professional development. Work on the skills and competencies the world is looking for in the coming years, and ensure that your team is not falling prey to the inefficiencies of the old ways. Yet, for people concerned with learning and development at organizational levels, these trends throw up the directions to set a roadmap. It is where your objectives need to direct the bunch of managers towards. Getting the leadership trends right and acting on them quickly can make all the difference! 
Over the years, leadership has undergone a lot of changes. The pandemic called for a more dynamic and robust approach – to accommodate special needs and make space for workers who are not present physically. Yet, the call for a return to office has been served as a diktat at many workplaces over the past few months, shedding light on the gap between people who want to work from home and managers who want to manage in offices.  The entry of Gen Z into the workforce has been another significant highlight of recent years. A generation that sets its terms and often breaks conventions that border on discomfort is now actively participating and changing things up. Surprisingly, several late millennials and early Gen Z express disenchantment with the manager’s title. This makes us wonder how they view this role and why it is no longer an exciting prospect.  The pandemic and its rapid back and forth spotlighted another critical aspect of our lives: the balance between 9-5 and 5-9. Employee well-being, interpersonal relationships, and skills beyond functional to fulfilling have emerged as focus points for management professionals this year when employee engagement metrics continued to tank while stress rose.  Add to that the advent of advanced technology like AI, which has rang alarm bells across the globe. As AI companies continue to run faster than others, no one’s job is secure (including Sam Altman). Management professionals, often deemed safe from a robotic takeover, have been marked with a red pen in the areas of routine cognitive tasks. In the middle of this chaos, L&D has again focused on bettering human ability in the areas that tech cannot touch. What are those secrets that hold you up through ups and downs? Let’s find out. 

Humans and Technology are Seated on a Table

How does your typical day start? Checking emails. Setting up meetings or a to-do list on your phone. These unheard-of acts have become ubiquitous for leaders over the last few decades, and similar changes are coming. A group of researchers at McKinsey have pointed towards the rise of combinational tech, which encompasses multiple areas to create solutions that solve for multiple areas. For managers, it could mean tools that take away some of their burdens by combining various skills. It can also mean taking away some jobs.  On the other hand, AI and akin are surging. Increasingly, companies are handing over parts of their operations to AI and robots. E.g., e-commerce giant Amazon uses AI to predict demand and recommends product accordingly. Decentralized AI is empowering more such moves. The challenges for leadership develop manifold here. First, the leaders need to ensure that their teams know the harms and benefits of such tech and are equipped to utilize them effectively.  Second, leaders need to prepare their workplaces to welcome tech that is becoming key to effectiveness and success. It could mean letting go of some people, prompting others to skill up to remove redundancies, and taking care of the consequent ethical and behavioral challenges. Leadership in 2024 is all about balancing the rise of tech with the human element of work. 

Leading, Closely from Afar

Remote work and leadership led by pandemic restrictions ruled the discussions of leadership trends in the last couple of years. But we saw the button flip as more and more companies called back people to offices. Managers unhappy with remote workplaces emerged as the top reason for this callback, pointing to the lack of trust and habits of micromanagement across the globe. For such leaders, the to-do list for 2024 starts with building mutual trust and accountability.  Nonetheless, more offices than ever are working in hybrid and remote setups that managers are often unprepared to lead. As a result, there is also an increased continuous emphasis on remote leadership in 2024. Additionally, remote team leaders must be mindful of diversity as the world becomes more interconnected.  Great leaders focus on ensuring efficiency in virtual and hybrid setups by working on communication and trust. Technological know-how is also a factor in this equation, calling for a move beyond traditional communication tools toward something newer and easier: think of jam boards for collaboration and communities that help you interact with your users directly.  Salil Panikkaveettil of AdNabu has pointed out another key ingredient in this system – emotional competence.

Under the Spotlight: Practical DEI

It’s the moment of DEI, and leaders have a lot to do about it. The last year added to DEI with increasing cognizance and understanding of the issue. While there’s still a long road ahead, numbers suggest some super slow movement.  For instance, a McKinsey study found that gender diversity moved up just one percentage point—to 15 percent, from 14—in 2019 globally from 2017. Leaders are responsible for taking this movement forward with their inclusive approaches. Leadership 2024 is not just about slogans but also about setting and working towards practical DEI goals. Now, why does this matter? Because diverse teams are proven smarter. Those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean, and those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, according to a 2015 McKinsey report on 366 public companies. And you want to lead smart and successful teams just like these.  It also calls for making space for leaders from diverse backgrounds on the table and including them in the conversations that have been traditionally kept away. Becoming a DEI champion is a must-have for leaders in 2024. 

Leading with a Cause and with Care 

The leadership motto for 2024 stands as “purposive leadership style.” A purposive leadership style calls for a larger vision that extends the preconceived notions of profitability. Instead, the world seeks leaders who think beyond the number game. Account for the people and the places you work with, and think of sustainable and positively impacting ventures to ensure that your organization gives back to the system it exists in.  A purpose-driven approach to leadership calls for building vision. Vivek Singh, supply chain and sustainability transformation services portfolio leader at Accenture, UK and Ireland, defines it as “one that is specific to the context and purpose it seeks to achieve.” he also points this out as a way to step out of the tendency to micromanage and focus on the bigger picture.  When talking about the team, we cannot ignore some alarming stats that have come to light lately. Workplace stress continues to rise, and employee engagement continues to plummet amid broad beliefs that employers no longer care. Leaders need to act against these red flags in 2024 to get things on the right track for their teams by focusing on employee well-being. It includes being present and available when concerns arise and building support systems in the team to help employees through uncertain times. Life coaching, resource groups, growth opportunities, and openness can bring a lot of difference. 

Leadership Skills for 2024 That You Can’t Miss

Now that there’s so much emphasis on what the leaders do, we need to consider how they can do it. And this boils down to key management and leadership skills. Throughout the previous sections, the primary emphasis has been on integration.  Integration between the human and tech side of things, a balance among remote, hybrid, and in-office teams, and creating diverse and harmonious teams are the goals of leaders of 2024. To get this right, the focus is on the following essential leadership skills of 2024: 

Building Trust Across the Board

In a world that connects over Zoom screens more than anything else, building connections and trust without looking at each other’s faces is very important. Trust is essential to ensuring team cohesion, yet 1 of 3 workers have expressed a need for more, especially among managers and team members. Without this value, teams are heading toward more chaos and confusion – paving the way for micromanaging stricter regulatory tactics. Hence, leaders need to up their trust-building game to ensure that their teams are also winning on the second list in this skill. 

Being Adaptable and Resilient

In an uncertain world, resilience and adaptability are your keys to winning. As we are navigating major shifts in the economy and the job market amid an attempt to recover from a global pandemic, these two are critical qualities for every leader to make the right decisions for their organization. Yet, research suggests that only 25% of leaders globally lead highly resilient organizations, even though a large majority (97%) recognize the importance – pointing out a large gap to be filled that will differentiate between success and failure in the years to come. 

Navigating Negotiations and Tough Conversations

Many experts call the present the era of the great negotiation (or the great renegotiation). Primarily because the employees know what they want, the quiet quitters and Gen Z are not as unreasonable as the managers of yesteryear would like us to believe. For the leaders taking charge now, the challenge is to settle the expectations of this set of workers while maximizing the effectiveness of their business. Negotiation, communication, assertiveness, and persuasion are all skills that will come in handy as these conversations shape us as a major meeting agenda for you and many more leaders. 

Emotional intelligence & Empathy

As per the Global Culture Report, 41% of employees felt their leader’s words were empty – missing the emotion that could fuel action, i.e., empathy. Empathy is the ability to set foot in someone else’s shoes. To feel things from their perspective, to do things from their view. Leadership in 2024 is about building upon this critical skill, an essential component of emotional competence. Emotional intelligence, to serve your and other’s emotions well, surfaces on this list, too, as the leadership trends of 2024 point toward an uncertain, changing, and evolving world. 

Leadership Development Programs – Yay or Nay?

The conversation does not end with leadership skills for 2024. For professionals who want to create an impact, that’s just the starting point. Similar to leadership, learning and development opportunities for leaders are set to evolve in the future. Lately, there has been widespread recognition that cookie-cutter coaching and classes do not leave an impact behind. In the search for training that sticks, leadership development programs are taking a new shape with the help of human-tech integration.  The ideal leadership development solutions for 2024 bring in the human touch of experts and scale the operations through technology. The best part is that being heavy on tech raises affordability and accessibility for many participants. Cutting down on traditional barriers to development opportunities and seeking new avenues that focus on you and your challenges is the key trend for leaders in 2024.  Read more: Finding The Missing Pieces: What Makes Leadership Training Successful In conclusion, 2024 beckons leaders to embrace change, hone their skills, champion diversity, and lead with purpose. The dynamic nature of the workplace requires leaders to be not just managers but visionaries, fostering environments that empower and inspire their teams. As we delve into the future, the ability to balance technological advancement with human-centric leadership will define leaders’ success in the coming years. So, let us embark on this journey of discovery, ready to navigate the twists and turns that leadership in 2024 will undoubtedly bring.

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In the Manager’s Chair: Vivek Singh’s Take on Leadership

In the Manager’s Chair: Vivek Singh’s Take on Leadership

Have you ever found yourself viewing your career as a plan or a checklist of actions that you’ve seen others do and be successful ? You did these five things, so you succeeded; you didn’t do those other things, so you failed. It’s a belief many of us carry or carried in our lives, including Vivek Singh, a seasoned leader at the top of his game. At some point, he believed that his specific actions probably led him to where he is today. However, with time, Vivek’s outlook towards success changed, and he realized that success is never linear and is not about executing a set of predetermined actions or plans, but rather is about having the resilience to navigate the unpredictable twists and turns and fostering personal growth along the way. Many experienced professionals would agree with Vivek’s opinion that understanding and navigating success is complex. He drew significant inspiration for his views on success from Nassim Taleb’s book “Fooled by Randomness” which sheds light on the role of luck, uncertainty, human error, risk, and decision-making in shaping our actions that lead to success or failure. So, let’s properly meet Vivek Singh, a management consulting leader with over 14 years of global business and management experience. He leads the supply chain and sustainability transformation services portfolio at Accenture, UK and Ireland. Beyond his business leadership role, Vivek plays a crucial part in shaping the leaders of tomorrow in his organization. As a leader overseeing other leaders, he actively helps them navigate the complexities that arise in the context of their roles, offering insights about potential challenges and relevant guidance to overcome them. Outside the boardroom, Vivek is a tennis enthusiast and keen world affairs reader, who also enjoys exploring how the human mind works and influences behavior in various settings. As we delve into Vivek’s managerial journey, we’ll uncover the meaning of success and gain insights into his views on today’s managers and leaders—identifying their hurdles and exploring the ways they can adapt to the ever-evolving professional world. 

Stepping into Leadership: Vivek Singh’s Journey from Individual Contributor to Manager

“I got into the managerial role about nine years back. Getting into this role was a part of the natural progression process at my organization, when one consistently delivers great client projects and business results for one’s organization and team.” Vivek Singh
Like many professionals, Vivek’s moving into a managerial role was a gradual career progression. From the get-go in his career, Vivek wasn’t just clocking in; he was working hard to make a difference with his work ethic, eagerness to do more, discipline to do things well, and desire to make a real impact in whatever he was assigned.  Instead of sticking to the job roles and responsibilities, he actively took on duties and projects others brushed aside as not-so-exciting. His dedication and ownership were noticed early on, making him stand out as a genuine asset to the team and organization. Vivek’s transition from a diligent individual contributor to a managerial role tells us that success favors those who are proactive, take on new side-of-the desk work, and show up everyday at work to fully embrace its challenges.
“Having a manager role title and being able to perform that role are pretty different things.” Vivek Singh
In the initial stages of Vivek’s career, by chance and for being well regarded for his work, he got the rare opportunity to lead a small project, wherein he gained insights into the responsibilities of being a team leader. Despite lacking formal training or an official title of a manager, Vivek worked doubly hard to deliver the project on time and with the deliverables that were asked for, giving his bosses a slight sense of his innate leadership traits. But when he officially stepped into the managerial role, he actually understood the gravitas and demanding nature of the role. In retrospect, Vivek shared that he was probably well trained and experienced to lead small to moderate sized projects with limited complexity and ambiguity. But was not prepared to lead relatively larger and more complicated projects that required dealing with vague information and not-so-easy-to-manage stakeholder groups. He tackled this challenge by taking the initiative to shadow senior leaders on such large projects, and also observing and seeking guidance from his seniors, thus learning the difficult art and science of driving results in difficult environments, and being able to transform hurdles into stepping stones in his career journey.

Navigating Leadership: Vivek’s Lessons from Managers 

Vivek gained invaluable insights from his senior leaders by observing them during client interactions with high-profile business leaders and individuals, the kinds we see featured on Forbes and Fortune magazine lists. These experiences helped him learn the nuances of effective communication, the knack for adaptability in dynamic situations, and the importance of being well-versed in the issues at hand by anticipating potential conversation patterns. 
“I was proactive and well engaged in my business, so I got the opportunity to be with my bosses, which helped me pick up the right skills and mannerisms for engaging in a dynamic and challenging professional setup.” Vivek Singh
The significant learning Vivek grasped through these interactions was the ability to steer conversations towards more favorable scenarios, and driving the solution narratives in a way that genuinely engaged the client. In Vivek’s view, in these business setups, it’s not merely about talking of interesting points; it’s largely about confidently leading the discussion with compelling data, facts, and logical business deductions.
“If I can’t simplify my conversations with my team or clients to a level where I can easily explain them to a teenager, then I consider it a conversation that needs improvement.” Vivek Singh
Consider these two statements about optimizing cost of operations: The first, “Utilizing cutting-edge technological accelerators and compelling process synergies, we aim to optimize the costs through a multifaceted approach, leveraging different lean sigma methodologies.” And then, “We plan to improve the cost situation by using a market leading AI enabled planning  tool and smart sourcing benchmarking strategies within direct materials.” The first statement sounded impressive, but the second statement likely resonated more with you, right? This realization struck Vivek early on during his experiences in client discussions. Some of his seniors and colleagues tended to use excessive jargon and verbosity to make their points, much like in the first statement. Vivek realized that, in communication, less is often more. Bombarding conversations with unnecessary jargon only complicates things. Recognizing the true value of clear and well articulated communications, Vivek tries to simplify and make his discussions more objective with everyone involved. He advises new managers to embrace simplicity in their communication for effective leadership.

On the Managerial Frontline: Vivek’s Take on Managers’ Struggles

In his professional journey, Vivek has gotten the opportunity to mentor and work closely with many fresh minds stepping into leadership roles. After spending time with these budding leaders, he’s identified recurring challenges that today’s leaders commonly face. What are these challenges that managers struggle with under his guidance? Let’s unravel these obstacles and explore the potential solutions Vivek suggests. Imagine you have a new manager who was recently promoted and is eager to make an impact. But, they find themselves lost while dealing with diverse personalities and challenging situations. Unsure how to navigate these complexities, they lean on to micromanage their team members, thinking it’s the only way to maintain control and ensure tasks are done correctly. In this scenario, the manager’s inclination toward micromanagement stems from a common struggle — the uncertainty of dealing with challenging situations. It’s a scenario many of us can relate to, where the fear of things going awry leads to an instinctive need for constant oversight.
“Managers should refrain from controlling their team members.” Vivek Singh
In tricky situations like these, Vivek suggests new managers to resist the temptation of micromanagement. Instead, he suggests focusing on cultivating effective communication skills. According to Vivek, managers should communicate expectations and outcomes, ensure alignment within the team, and hold team members accountable for their understanding and delivery. This strategic approach establishes an outcome-driven environment and empowers individuals to fulfill their responsibilities more independently. Vivek’s insight provides a valuable alternative to the pitfalls of micromanagement, fostering efficiency and autonomy within the team. Vivek follows and promotes a purposive leadership style. He defines this approach to leadership as one that is specific to the context and purpose it seeks to achieve. His leadership approach also aligns with the Contingency Theory of Leadership, particularly Fiedler’s, which acknowledges that no universal leadership strategy applies to all situations. He encourages managers to adopt a purposive style if it aligns with their goals and the unique needs of their teams. He believes this slight change in the approach enables managers to tailor their strategies, ensuring effectiveness across different scenarios. Vivek also shared that it is common for many new managers to start controlling their teams and develop a sense of superiority because of the newfound authority.
“New managers should let go of ego and implicit arrogance.” Vivek Singh
Vivek emphasizes that humility and acting with responsibility are pivotal in a manager’s role. Individuals in leadership positions are often looked up to and relied upon. According to him, succumbing to ego, displaying arrogance, or getting involved in office politics is detrimental to effective leadership, hindering the creation of a positive, results-driven and collaborative work environment. Moreover, he believes maintaining a delicate equilibrium between firmness and approachability or flexibility is crucial. Striking this balance ensures that you, as a manager, are neither perceived as weak nor overly authoritative, fostering a work environment conducive to collaboration and growth. Mid-level managers often grapple with another common challenge—sourcing the right resources and expertise to carry out their responsibilities effectively. In the dynamic landscape of managerial roles, they frequently encounter situations where the available resources either fall short of or are inadequate for the diverse demands posed by their projects.
“Managers are struggling with suitable resources to do a particular task.” Vivek Singh
According to him, it goes beyond merely obtaining resources; it’s about curating the perfect blend of foresight, vision, tools, time, funds and, most crucially, assembling the right team to tackle the job at hand. Suppose a manager is gearing up to execute a project but is faced with the challenge of not having all the necessary skills to do the job. In Vivek’s view, managers should see this as an opportunity instead of a roadblock. They should proactively identify the gaps and organize upskilling sessions for the team. Managers should encourage each team member to align their personal development goals with the project’s needs. In his view, this strategic approach enhances the team’s overall capabilities and creates a win-win scenario. Vivek says this strategic approach ensures a smooth and effective path to progress, transforming the scarcity of resources into an opportunity for innovation and collaboration. By recognizing and leveraging the untapped and unique skills within the team, managers can also find alternative ways to navigate the constraints and propel toward delivery success.
“If managers cannot think through and build a vision, then success can be a struggle.” Vivek Singh
Another challenge that managers deal with is the development of advanced clarity and vision. In a world of complexities, forming a clear and compelling vision for a business matter or project isn’t always a walk in the park. Vivek suggests that addressing this challenge requires breaking down complex visions into actionable steps, ensuring each team member understands their role and contribution. By fostering a shared vision, managers enhance the likelihood of success. He believes that having the right resources and a clear vision are interlinked. It’s similar to having the necessary tools and a plan to make your work easier. In the workplace, managing resources well and having a clear vision are like two sides of the same coin. Vivek advises mid-level managers to understand how these aspects work together to lead a team effectively. 
The energy emitted when one is authentic and genuine surpasses that of human love tenfold.” Vivek Singh
Senior managers often struggle to stay authentic in their leadership roles. This challenge is not unique to leaders; we all face moments where staying true to ourselves amidst professional responsibilities can be demanding. However, according to Vivek, projecting an honest and real image is crucial. This authenticity has a powerful impact on team dynamics, fostering trust and collaboration. When senior managers consistently portray their true selves, it shapes a team that aligns better with the organization’s goals. This genuine approach creates a positive and productive work environment where authenticity catalyzes success.

Vivek’s Tips for Aspiring Managers

Vivek, a mentor to many, has some simple but effective tips for managers that he learned through his journey while interacting with the world’s top leaders. He believes a manager’s success is not just about being good at the job but also about having a team that trusts them and shares the same vision. 
“Being a lone wolf in business does not work.” Vivek Singh
Vivek emphasizes that authentic leadership is about working together and building trust. He says managers who try to make it alone don’t succeed. Vivek’s most important tip for upcoming leaders and managers is prioritizing long-term relationships for success. He believes sustained success is built on valuing team members and avoiding distractions like ego and arrogance.
“Valuing and investing long-term relationships takes you a long way in a leadership role.” Vivek Singh
Instead of viewing their position as absolute power, he advises managers to consider it a responsibility. Vivek encourages managers to let go of personal agendas, opting for authentic and caring relationships with their team members. This, he believes, is the path to enduring success in leadership.
“All your successes and failures don’t define you. They are transient.” Vivek Singh
Vivek believes managers shouldn’t take everyday successes and failures too seriously. According to him, these moments are temporary and don’t define one’s overall success and effort. Instead, he encourages future managers to focus on constant learning, adaptability, and maintaining consistent effort in their work. Success is a continuous journey marked by growth and dedication rather than being solely determined by individual victories or setbacks. 

How can Risely help you?

Vivek Singh has honed his leadership style by observing the world’s top leaders, an opportunity not every aspiring manager may have. As he wisely puts it, making mistakes is part of the journey, but the crucial aspect is learning and growing from them. Recognizing managers’ unique challenges, Risely steps in as a solution. Risely is a platform for managers, offering the guidance and support needed to navigate their leadership journeys. With tailored steps and insights, Risely assists managers in refining their approaches and unlocking their true potential.  Here’s how Risely solves challenges for today’s managers and leaders: 
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  •  Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested to see how well managers have achieved these critical functions. These assessments teach them about their skills and abilities with detailed reports.
  •  Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

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Finding The Missing Pieces: What Makes Leadership Training Successful

Finding The Missing Pieces: What Makes Leadership Training Successful

In an SHRM survey across the US, 84% of employees in the US blamed the good ol’ managers for the underperformance of teams. They said at least half of their managers could do well by brushing up their skills. Moreover, employees felt their performance could be boosted if their managers got a shot up their arms. It’s no longer a confusion where people want impact – it’s the manager’s ability to manage. But the route is more complex than it seems because the training that delivers impact is often harder to locate than an illusion.  McKinsey’s article, Getting more from your training programs, sheds light on the other side of the issue. Training is often dull, so much so that only about 25% of survey candidates witnessed an impact. Now, we are talking of more than just some boardroom lectures; we are speaking of a billion-dollar industry that is not helping L&D leaders obtain results. Some alarming figures came out in another survey by 360Learning with L&D managers across the US and Europe. In the US, 27% of learners responded that their management training was boring, while 23% said it was confusing or poorly structured. Similarly, in Germany, 23% agreed that their management training was tedious, while 31% said that it was confusing or poorly structured. 
Participated in boring training, US
27 %
Poorly structured or confusing training, US
23 %
Participated in boring training, Germany
23 %
Participated in boring training, Germany
31 %
John Ludike, the Head of Digital Talent Management & Leadership Training at Digitalent Consulting, explains:
Leadership talent management and development is fundamentally important to L&D as it enables organizations to competitively differentiate and sustain itself in the marketplace.
It goes without more emphasis on it – training is essential to raising effectiveness. At its root, training is critical in ensuring that your managers can justify their roles and envision professional growth for themselves. For you, as an L&D leader, training matters for more than that. Ensuring that your managers are trained is a key objective for you. That’s what makes your role worth it in the eyes of the organization and ensures that L&D operations are given their due share of importance in the conversation.  Yet often, training remains on the backseat, making it ineffective. In the same study by 360Learning, it was discovered that a lot of training is not continuous or personalized to the roles. Instead, it’s a nice package of tips offered to everyone who ascends to the managerial throne at a time convenient to the organization.  When these new managers are often stuck, there’s nothing to help them. The right touchpoints – the individual, their promotion to a managerial role, and their challenges, are amiss in this equation that takes heavy financial investment on one side. The challenge for L&D thus starts at the very beginning – where should training even be provided, and how much?
Even after an organization has recognized the need for training, some more issues persist. Primarily, the question is of impactful training. What constitutes effective training is a debatable question. But we do have some clarity on what’s ineffective training.  In Michael Beer, Magnus Finnstrom, and Derek Schrader’s seminal essay for the Harvard Business School titled The Great Training Robbery, we find something interesting: Companies that trained thousands of employees to kickstart major transformations in workplace behavior fell behind the only one that chose to go differently. Investment worth billions does not work until and unless the organization facilitates a new pattern of thinking and leading. When the employees faced resistance from the system, they reverted to old ways despite the engaging and comprehensive training. The training initiatives at the companies being studied succeeded only when the leaders adopted and followed the ideas laid out. Further, training on collaboration and communication was more effective in units that enabled psychological safety.  The writing on the wall is clear: effective training is complemented by widespread organizational changes to embody the values and attitudes you want to cherish. Unlike economics, the trickle-down effect is a little less debated and more supported by facts here. Thus, leadership training to create the ideal team members and reinforce values becomes all the more critical for L&D professionals and the HR function.  The conventional training set-up as a series of sessions, now modified into self-paced courses, has been deemed inadequate for years. But here’s the thing: a bad process after being digitized becomes a bad digital process. The mode of delivery is not going to switch things up. With the advent of AI and the rise of online training, the human experience has become a key determinant of successful training. So, what will work? 
Denise Fekete, Talent Development, AI tools and Change Management Consultant, offers a perspective on this with focus on three key areas: diverse learning tools, a centralized knowledge base, and social learning.
  1. Diverse learning tools call for multiple approaches. Think of how varied managerial roles can be. What a project manager needs to learn is best delivered through storytelling, while an employee relations manager‘s need might be fulfilled better with case studies. And that’s just one instance; every manager training would ideally incorporate multiple modes to ensure that monotony does not set in and every valuable lesson gets imparted correctly. It also allows L&D teams to use external resources on top of the internal material – enabling better coverage of the topics. 
  2. A centralized knowledge base exists to solve problems when the trainees are learning themselves. First, it is an excellent resource for facilitating independent learning in one spot and is available to all without jumping through time-consuming bureaucratic hoops. Second, a centralized knowledge base supports the standardization of information delivered in training across many people. 
  3. Lastly, social learning allows managers to learn processes and systems with their teams, model the right leadership behaviors and organizational values, and get real-time feedback and support. Social learning enables the sustainment of the information presented through the learning experience.

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When delivering training, John Ludike highlights end-to-end change enactment and management as one of the most common challenges. His assessment is supported by numerous L&D leaders looking for ways to track and demonstrate the impact of their initiatives effectively. 
“The measures of effective management leadership development are simply by providing evidence before and after the design, development, and deployment of solutions that have contributed to what we refer to as the organization’s leadership brand.”Johan Ludike, Head of Digital Talent Management & Leadership Training at Digitalent Consulting
Engage in conversations with stakeholders about the business outcomes of your work. Present your plans in a language that makes sense to the person in front of you because your KPIs, be they engagement, retention, or knowledge transfer, take time to track precisely and communicate further. Instead, the merit lies in sharing where your interventions fit in and showing change.  Demonstrating such impact can be challenging with the traditional methods of leadership training. You made your team attend a webinar on communication skills. Excellent, but how much of it was applied at work?  Hermann Ebbinghaus, a German psychologist in the late 19th Century, led experimental studies of memory and gave “The Forgetting Curve.” His primary insight was that if new information isn’t applied, we’ll forget about 75% after just six days!
Moreover, only a few employees get opportunities to apply new skills learned in L&D programs to their jobs. These things are essential while evaluating leadership training at your organization. While there are challenges, there are some ways out, too.  L&D managers can take note of several things to ensure that training sticks: 

Think of Context

Leadership training cannot be one-size-fits-all. Instead, focus on the specific challenges your leaders will deal with. Cut through the noise to build some transferable qualities in your leaders that help them in multiple real-life scenarios, not just in getting the perfect score in the end assessment.

Train, Continuously

In the US, as many as 30% of candidates identified that management training either came too early or too late. This happens when there are no set areas to train managers in. Deliver it too early, and most of it does not find relevance. Be late, and the challenges are already there. L&D teams must find the spot for providing leadership training and building systems to reinforce it. 

Integrate Humans and Tech

One of the most common issues with training is that it is dull and unengaging. To solve this, Denise suggests enhancing human interaction throughout the process. Focus on interventions that balance both sides, scale using tech, and empathize through real people.

Focus on Impact

Most importantly as an L&D leader, show your impact on the business side. Leave the chase of perfect KPIs behind because even after completing assessments with perfect scores, many employees skip over the lessons and take away nothing from the training.

Remember that Training is not a Panacea

In the words of Amy Edmondson of HBS and Anita Woolley of Carnegie Mellon— organizations need “fertile soil” in place before the “seeds” of training interventions can grow. Prepare the team culture by getting the leaders on board for the impact you wish to create before kickstarting training.
The landscape of leadership training is marked by both challenges and opportunities, as revealed through surveys and insights from industry leaders. The traditional approach to training, often criticized for its ineffectiveness, has prompted a shift toward more dynamic and impactful strategies. The need for continuous and personalized training, coupled with the demand for contextual relevance, calls for a departure from standardized, one-size-fits-all programs.  However, the ultimate success of leadership training hinges on its alignment with broader organizational changes and its tangible impact on business outcomes. As learning and development professionals navigate the complexities of leadership training, emphasizing context, continuous learning, human-tech integration, and a focus on demonstrable impact becomes imperative. It is through these concerted efforts that leadership training can truly become a catalyst for organizational growth and development.

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Rising to the Challenge: Shruthi Kamath’s Path to Becoming a Manager

Rising to the Challenge: Shruthi Kamath’s Path to Becoming a Manager

“Can I really do this?” It’s a question that echoes in the minds of countless professionals contemplating a leap into management. The fear of the unknown, the anxiety of making decisions that impact others, and the worry about losing the familiar comfort of their existing roles – these are the emotions that grip many aspiring managers. Meet Shruthi Kamath, a Senior Customer Success manager with nearly eleven years of professional experience. She deals with client communication, understands their requirements, and gives them the experience of the product and services. Shruthi is a creative and self-driven person who enjoys turning her ideas into reality. She always gives her best in every project she takes on. But as a manager, like so many others, she was initially scared at the mere thought of becoming a manager. We’ll talk about her fears and hesitations about taking on the role and how she turned those feelings around and became the excellent manager she is today. Her professional story demonstrates how embracing the unknown can lead to remarkable professional and personal growth.

A Change of Heart: How Support and Self-Discovery Overcome Hesitation

“I thought I could never become a manager because it never seemed like my cup of tea.” Shruthi Kamath
Initially, when Shruthi got an opportunity to become a manager, the idea didn’t sit well with her. She had reservations, mainly because of the negative stereotypes associated with the managerial role. The common belief that team members often dislike their managers weighed heavily on her mind. In retrospect, Shruthi’s reluctance to take on a managerial role primarily stemmed from her concern about positively impacting her team. The thought of stepping into a managerial role brought the weight of wondering whether she could contribute positively to her team’s dynamics. The hesitation wasn’t rooted in self-doubt but rather in a genuine desire to ensure that her influence on the team would be constructive and beneficial. This thoughtful consideration lingered in her mind as she contemplated embracing the role of a manager.
“Managing people is a challenging task.” Shruthi Kamath
Another reason why the idea of stepping into a manager’s shoes didn’t initially appeal to Shruthi was the complexity associated with the managerial role.She had always been the kind of professional who thrived on improving and streamlining processes. The thought of whether she could effectively manage it all made her uncertain. After all, managing people is often considered one of the most challenging tasks in the professional world. As a manager, the to-do list seems endless. You need to understand each team member’s unique work style, what motivates them, and how to inspire them to achieve their goals. You have to ensure that the work gets done on time and that your team is content working under your leadership. And, as if that wasn’t enough, you still have your own tasks to complete. The sheer magnitude of it all made her wonder if she could juggle it successfully. After some conversations with her colleagues and seniors, Shruthi began to see the manager’s role in a new light. It dawned on her that this might be the next step for her growth and professional development. With her seniors’ and colleagues’ support and encouragement, she decided to take the leap. Stepping into the managerial role turned out to be an enlightening journey and became an opportunity for self-discovery, too. With every interaction, she learned valuable lessons, not just about managing others but about understanding herself better. 

Early Days of Leadership: Shruthi Kamath’s Managerial Challenges

“I would explain the tasks at hand clearly and would still sense a little doubt in the room.”  Shruthi Kamath
For Shruthi, a first-time manager, the initial hurdle she faced was ensuring that her team members fully grasped the task at hand, aiming to bridge potential communication gaps. Often, she found herself in a situation where she would explain things to her team, only to realize that her message hadn’t landed as intended. Sometimes, it was frustrating for her to repeat herself and still be uncertain whether her explanations had truly resolved the issues or if her team truly understood her. This challenge became a significant learning curve, pushing her to find more effective ways to communicate her ideas and tasks. As the meticulous professional that Shruthi is, she was determined to solve this challenge; after a few trial and error methods, she found a method that worked for her team.
“To tackle the communication gap effectively, I started doing a simple exercise after discussions.” Shruthi Kamath
To handle the communication challenge head-on, Shruthi initiated a simple yet clever exercise within her team. She began by articulating what needed to be done and then asked her team members to repeat what was articulated once she had finished. It was an easy yet effective approach designed to uncover gaps in understanding and ensure that her messages were crystal clear. This exercise not only made it easier for her to identify communication gaps but also allowed her team to actively participate in the process of bridging those gaps. It was a step towards fostering a more cohesive and communicative team where everyone was on the same page.
“I had a hard time understanding the team’s point of view and building empathy.” Shruthi Kamath
Another significant challenge Shruthi grappled with was seeing things from her team’s perspective to understand what was causing delays and struggles. At times, it seemed to her like they weren’t doing their job properly. It was a learning curve for her, a journey of self-discovery. She realized that in her role as a manager, it was crucial to comprehend what her team members were going through. Without this understanding, frustration might have been her default response when they didn’t meet her expectations. So, she embarked on a mission to bridge this gap. She knew that it was vital to get to the root of the issue. Shruthi discovered the importance of diving into her team members’ backgrounds, understanding their challenges, and providing support where needed. She understood that without this empathy, simply reprimanding them for not meeting her demands wasn’t a constructive approach. Shruthi made it a practice to connect with her team members personally. She engaged them in conversations where they felt safe to open up and share their concerns. By creating this atmosphere of trust and open communication, she discovered a whole new dimension to her role as a manager. It wasn’t just about directing tasks; it was about being there for her team, understanding their struggles, and helping them overcome obstacles.
“I used to get worked up easily if something didn’t go according  to the plan.” Shruthi Kamath
Shruthi used to find herself quickly getting worked up when things didn’t go according to plan, often reacting critically in the face of unexpected challenges. Recognizing this as a challenge, she embarked on a mission to improve her approach. Her turning point came when she realized that not everything unfolds as planned. Instead of reacting impulsively, she opted for a more measured response. When confronted with a situation that triggered frustration, she chose to sit with it, allowing herself to process the emotions it evoked. Only when she felt composed and clear-headed did she engage with the situation. This transformation wasn’t just about managing her reactions; it was also about fairness. She understood it wasn’t right to react abruptly with her team members for circumstances beyond their control. This shift in her response and perspective marked a significant milestone in her managerial journey.

Shruthi’s Managerial Mantra: Active Listening and Constructive Feedback

“As a manager, I assure that I am here and willing to listen to what my team says.” Shruthi Kamath
Shruthi has the most visionary ideas in the room, and she recalls that when her managers heard her out and engaged with her thoughts, her job satisfaction and overall work engagement soared. Knowing the importance of out-of-the-box thinking, she, as a manager, carries this belief of active listening into her role. She considers it vital to encourage her team members when they approach her with their ideas. For Shruthi, being open and receptive to these ideas is a fundamental practice. For her, sharing ideas is not just about whether they will be implemented; it goes far beyond that. She never dismisses her team members’ contributions outright, nor does she label any idea as unimportant. Instead, she listens attentively, asking questions and showing genuine interest in understanding the concepts presented.  This approach is more than just about ideas; it fosters trust and a healthy rapport within her team. By demonstrating a willingness to consider and engage with her team’s input, Shruthi cultivates an environment where every member feels valued and respected. This trust and respect not only lead to stronger teamwork but also contribute to overall job satisfaction and engagement in the workplace.
“I make sure to check in with my team regularly and give them constructive feedback.” Shruthi Kamath
Shruthi’s experience in her career taught her the value of receiving constructive feedback, something she felt she had been lacking in her career initially. As a manager now, she has made it a point to ensure that her team members receive the feedback they need. What sets her approach apart is her skill in delivering feedback in a manner that doesn’t leave her team members feeling disheartened. She takes a thoughtful approach to identifying the right way to provide feedback, always aiming for a constructive conversation. Her feedback isn’t about making her team members upset; it’s about helping them improve their work. She provides them with clear guidance on how they can enhance their performance. Shruthi’s feedback strategy involves beginning with something positive, acknowledging the areas where they’ve excelled, and then gently introducing areas where there is room for improvement. This balanced approach creates an atmosphere of growth and development, where her team members can receive feedback with an open mind, knowing it’s geared towards their success. This approach ensures her team members feel supported and motivated to enhance their work continuously. As Shruthi’s journey as a manager unfolds, she’s shown a remarkable ability to recognize her shortcomings and proactively address them. Her determination to avoid falling into the stereotype of managers she once feared has fueled her growth in this new role.  While she humbly admits she still has much to learn, it’s impossible to ignore her genuine enthusiasm when discussing her newfound role. For Shruthi, the real charm of being a manager lies in the trust her team members place in her. It’s not just about overseeing projects and making decisions—it’s about those moments when her teammates approach her with problems or seek her advice. To her, there’s nothing quite as rewarding as being a reliable source of guidance and support for her team. Witnessing her colleagues look up to her, trusting her judgment, and seeking her assistance has become the most fulfilling part of her managerial journey. As Shruthi continues on this path, it’s evident that her journey as a manager is not just a professional milestone—it’s a personal evolution.

How can Risely help?

Shruthi Kamath has developed her leadership style and perspective through her experience and seniors’ guidance. Her journey to overcome hesitance and become a confident manager is commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Managers like Shruthi:
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments,  they learn about their  skills and abilities with detailed reports.
  • Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s  progress through resources like toolkits, samples, and assessments.
Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed! 

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

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Understanding Modern Leadership: Ananya Narang’s Perspective on Team Management 

Understanding Modern Leadership: Ananya Narang’s Perspective on Team Management 

Founders and managers, the unsung heroes of the business world, often find themselves juggling various challenges. From instilling accountability to motivating their diverse team members, these leaders carry the weight of creating a harmonious and productive work environment.  One of the biggest hurdles for leaders is managing people. It’s like trying to find your way through a maze, but instead of walls, leaders are dealing with different personalities, work styles, and expectations from team members. Their job is to make sure everyone works well together. This means dealing with personal conflicts, helping the team do their best, and ensuring everyone stays motivated to reach the same goals. Then there’s the issue of time. Managers always feel like they’re racing against the clock. They have many things to do – overseeing important projects, attending meetings, and ensuring their team is happy. It’s like trying to fit too many puzzle pieces into a small frame. These challenges might not be talked about as much as they should be, but they’re real for managers and founders. In this manager story, we will hear from Ananya Narang, who has faced these challenges head-on. She will share her experiences, insights, and strategies that helped her and can help other leaders like her. Ananya Narang, founder of Entourage Marketing, aims to empower startups and founders on their path to success. Her startup has a straightforward mission: to assist emerging startups in becoming strong and influential players in their respective markets. Ananya’s professional journey is nothing short of captivating. Over the past 2-3 years, she has worn many hats in the dynamic field of content and marketing. Her roles ranged from freelancing to collaborating with renowned brands and their marketing departments. This diverse experience has given her a unique perspective, enabling her to understand how each stakeholder approaches and solves complex marketing and content department challenges.

The Unpredictable Nature of Leadership: Challenges of Ananya Narang’s Journey

“Nobody can ever prepare themselves for a leadership role because there is a new set of challenges every day.” – Ananya Narang
Considering her prior work with numerous founders and in-depth discussions about their entrepreneurial journeys, Ananya had a semblance of what lay ahead. She mentally felt well-prepared, believing she knew the challenges that awaited her. However, life has a knack for throwing curveballs when you least expect it. As a founder, Ananya was in many complex situations in the initial months; the only thing that helped her get through was her perseverance to make a mark for herself. 
“In the leadership role, you don’t only have to deal with your team but also several other stakeholders- clients, ecosystem partners, influencers and what not!” -Ananya Narang
Ananya identifies that the most persistent challenge she grapples with as a founder is the complex task of comprehending diverse individuals within and outside the team. She recognizes that each person possesses a distinct thought process, coping mechanisms for various situations, and unique communication styles. Achieving a balance between her team members, stakeholders, and their distinctive communication styles and work approaches while effectively conveying her perspective in different scenarios stands out as an ongoing struggle that demands continuous adaptation and learning.
“Sometimes, as a leader, keeping track of time becomes very challenging.” -Ananya Narang
As a leader, effective time management remains a vital responsibility. This role requires a delicate balance between providing valuable support to team members and ensuring that essential tasks are not incomplete. It’s also crucial to remember that, amid these responsibilities, leaders must also prioritize and manage their personal lives. Disrupting the equilibrium can have far-reaching effects on a leader’s personal and professional life. To manage time effectively, Ananya has shared a few tips she follows to remain productive and on time.
“One of the most undermined assets is calendar blocking.” -Ananya Narang
Ananya advocates a proactive approach to time management for fellow founders and leaders. Her advice centers on maintaining a meticulous calendar and planning daily to maximize productivity. Even for a brief 10-minute call, she stresses the importance of scheduling it beforehand. This practice ensures that both parties are well-prepared, minimizing the likelihood of missed calls or disorganized meetings. Additionally, Ananya employs a strategic approach to managing her time. She begins her day by tackling the toughest calls and addressing the most significant challenges head-on. This proactive stance allows her to confront critical issues as the day’s first task, ensuring a focused and clear mindset. Throughout her day, she carefully allocates specific time slots to address conversations based on their priority levels. This systematic approach keeps her well-informed about her team members’ concerns and critical information and facilitates effective leadership and timely issue resolution. By structuring her day in this manner, she exemplifies a thoughtful and organized leadership style, ensuring that her team’s needs and commitments receive the attention they deserve.

Ananya’s Top 3 Strategies for Building Long-term Vision in a Team  

Ananya is a leader who refrains from micromanaging. Her leadership style revolves around illuminating the impact of her team’s work, ensuring they comprehend the “why” behind their tasks, and presenting the bigger picture. Rather than controlling every detail, she empowers her team by fostering understanding and a sense of purpose. But she also understands showing the bigger picture is easier said than done. She has shared a few steps that helped her open up this broader view to her team.
“It is important for candidates to understand the culture of the company.” -Ananya Narang
In the modern workplace, GenZ’s unique expectations have reshaped the dynamics between managers and employees. A Deloitte study revealed a trend: Gen Z values purpose and job satisfaction over higher salaries, challenging the conventional wisdom about workplace motivation. Ananya is one of those leaders whose strategy revolves around illuminating the bigger picture for her team. She passionately communicates the company’s mission and visionary goals, fostering a profound understanding among her team members. This shared vision not only instills purpose but also fuels a collective passion, pushing the team toward common objectives. In the face of these shifting paradigms, leaders like Ananya play a pivotal role, inspiring teams to work harmoniously towards shared goals. By focusing on intrinsic motivators and offering a compelling vision, Ananya’s approach not only ensures the company’s success but also cultivates a motivated and resilient workforce.
“Illuminate the ‘Why,’ and motivation becomes the ‘How.” -Ananya Narang
Ananya’s second step in creating a long-term vision involves explaining the “why” behind every task. Through her leadership experiences, she has consistently witnessed the transformative power of team members, understanding the significance of their work. This understanding, she believes, kindles a profound sense of purpose and commitment, eliminating the need for external motivation. Ananya’s leadership approach is intricately woven with this principle as she strives to unveil the deeper purpose behind each task, ultimately inspiring her team to give their absolute best. In her eyes, spoon-feeding tasks are equally counterproductive as spoon-feeding solutions. Ananya ardently advocates that it’s not just about instructing people on what to do; it’s about teaching them how to think. This leadership style promotes independence, cultivates critical thinking, and sparks innovation within her team. As a result, her team members approach challenges with confidence and creativity, knowing they possess the skills to navigate them effectively.
“My main job as a leader is to just Communicate” – Ananya Narang
The third step in Ananya’s strategy for nurturing a long-term vision among her team members involves a deeply personalized approach. Ananya goes the extra mile by regularly sitting down for one-on-one discussions with each team member, delving into their dreams and personal goals. It’s a unique approach that showcases her genuine care and commitment to their success. As Ananya sees it, communication is at the heart of leadership. She emphasizes the importance of conveying the right message to the right people, and she practices what she preaches. From individual meetings to full-team gatherings, she believes in the power of regular and effective communication to ensure that her team is on the same page and moving toward their long-term vision. It fosters an environment where team members see themselves as contributors to the organization’s goals and individuals whose growth and ambitions are supported by their leader. Ultimately, Ananya’s commitment to understanding and assisting her team in achieving their aspirations contributes to establishing a dedicated, motivated, and loyal group of professionals aligned with the company’s long-term vision.

Tips for Leaders to Understand Modern Employee Expectations

From Ananya’s perspective, the evolving workforce landscape demands leaders to elevate their management strategies. 
“Work is not just about making money anymore.” – Ananya Narang
Changing workplace expectations of employees is influenced by many factors, such as evolving generational dynamics and societal shifts, which have brought forth a shift in how we perceive work. Work is no longer just a means of earning a paycheck; it carries more profound sentiments like fulfillment, acknowledgment, personal growth, recognition, and respect. Therefore, founders and managers must delve into what their employees seek from their work environment. Understanding and analyzing these desires within the working ecosystem is pivotal to effective leadership to keep them productive and engaged.
“When there is no trust, there is no team.” – Ananya Narang
She believes managers shouldn’t perceive themselves as sitting at the top of a hierarchy, detached from their team members. Instead, they should position themselves at the center, among their team. By doing so, managers can foster trust and rapport with their team members. When team members perceive their manager as one of them, someone who understands their challenges, concerns, and aspirations, they are more likely to trust and respect that manager. This trust is essential for effective leadership because it promotes open communication, collaboration, and a sense of unity within the team. In the world of startups, leaders like Ananya tackle some real challenges, from dealing with unique personalities to racing against the clock. Ananya’s journey shows us that leadership is full of surprises – no two days are alike! Her secret sauce? She understands her team, shares a clear vision, and cheers on their personal goals. Nowadays, it’s not just about making money; it’s about finding meaning, satisfaction, and personal growth. Ananya’s story is a reminder that trust, understanding, and clear communication are the keys to excellent leadership – building a team that’s motivated and super loyal!

How Risely helps managers achieve their true potential? 

Ananya Narang has developed her leadership approach and perspective through keen observation and experience. Her focus on communicating with team members rather than giving orders must resonate with many busy managers and leaders juggling multiple tasks while trying to build their businesses. However, it’s essential to recognize that not all managers with this mindset have access to the same level of time and patience. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Founders and Managers like Ananya:
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments,  they learn about their  skills and abilities with detailed reports.
  • Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s  progress through resources like toolkits, samples, and assessments.
Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed! 

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

Guidance for effective leadership as a General Sales Manager

Guidance for effective leadership as a General Sales Manager

Genius is one percent inspiration and ninety-nine percent perspiration.” – Thomas Edison
Are You Ready to Captain Your Sales Team to Success? A Guide to Becoming a Remarkable General Sales Manager Imagine yourself at the wheel of a high-performing sales team, navigating the ever-changing currents of the market with confidence and skill. As a General Sales Manager (GSM), your leadership can propel your team to new heights or leave them struggling in the wake of missed opportunities. But what does it take to be a genuinely remarkable GSM? This article isn’t just another dry job description. Think of it as your roadmap to sales leadership excellence. We’ll dive deep into the essential qualities and strategies that will transform you from an excellent manager to a game-changer, guiding you through:
  • The core responsibilities of a GSM: From setting targets and coaching reps to building a winning culture, understand the full scope of your role.
  • The secrets to unlocking sales success: We’ll unveil the proven strategies for motivating your team, exceeding targets, and building a pipeline that keeps your business thriving.
  • The attributes that make a truly remarkable GSM: Discover the essential qualities that set apart the best leaders, from strategic thinking and communication mastery to emotional intelligence and resilience.
  • The challenges you’ll face and how to overcome them: From managing diverse personalities to navigating market fluctuations, we’ll equip you with the tools to conquer any obstacle.
Remember, becoming a remarkable GSM isn’t just about ticking boxes. It’s about inspiring your team, fostering a culture of collaboration, and driving results that leave a lasting impact.Are you ready to take the helm and lead your team to sales victory? Buckle up, grab your metaphorical compass, and embark on this journey together.

What does a general sales manager do?

A General Sales Manager is crucial to any organization’s growth and profitability. Their role encompasses overseeing sales operations, managing teams, fostering client relationships, and ensuring customer satisfaction.  Strong communication skills and decision-making abilities are crucial to be effective in this role. Additionally, a proven track record in sales is vital as it ensures that they can drive business growth and success. A general Sales Manager has experience managing sales teams, and creating effective sales strategies is essential. The responsibilities of a General Sales Manager include developing sales plans and strategies to meet or exceed revenue targets, analyzing market trends and data to identify opportunities for growth, coaching and training sales teams to improve performance, building solid relationships with clients, negotiating deals and contracts with customers, and ensuring that customer satisfaction remains high. Read More: Be a Star Sales Manager: Top 6 Skills needed and ways to enhance them

Understanding the Importance of a General Sales Manager

The role of a general sales manager cannot be overstated in driving sales success and ensuring efficient operations and profitability. They lead the sales team, inspiring a collaborative and motivated work environment. Nurturing client relationships is critical for long-term success as it builds trust and loyalty. They can also catalyze business growth, identifying opportunities and implementing strategies to capitalize on them. Businesses that understand the importance of an effective general sales manager can benefit significantly from their leadership and guidance. Some essential qualities of a successful general sales manager include excellent communication skills, sound judgment, adaptability, and a deep understanding of customer needs. A skilled general sales manager should also have a strong sense of accountability, lead by example, and create a culture of excellence within the sales team. They must thoroughly know the market trends, competition, and industry developments to make informed decisions that drive business growth. An excellent general sales manager should be able to align the team’s goals with broader organizational objectives while keeping track of key performance metrics such as conversion rates, lead generation numbers, revenue growth rates, etc.

 Catalyst for Business Growth

  • A highly effective General Sales Manager catalyzes business growth by developing and executing growth strategies that drive revenue and expand market share.
  • They identify new market opportunities and stay ahead of changing trends to foster innovation and adaptability.
  • Collaborating with other departments creates synergy and maximizes the organization’s overall performance.
  • They continuously improve sales processes and drive high-performance standards to achieve exceptional results.
  • Their confident and solution-oriented approach ensures long-term success and profitability.

Ensuring Customer Satisfaction and Loyalty

Ensuring customer satisfaction and loyalty is crucial for the success of any dealership. Building solid customer relationships is key to fostering loyalty and encouraging repeat business. Effective communication is vital in addressing customer concerns and resolving any issues.  A General Sales Manager can enhance customer satisfaction by providing excellent customer service, promoting positive word-of-mouth, and attracting new customers. Understanding customer needs and preferences allows tailoring sales strategies to meet their expectations better. Implementing customer feedback and suggestions is essential for continuously improving overall satisfaction and retention. By focusing on customer satisfaction and loyalty, a General Sales Manager can drive success and growth for the dealership. Read More: Two Sides of the Same Coin: Customer Satisfaction and Employee Satisfaction

The Roles and Responsibilities of a General Sales Manager

As a highly effective General Sales Manager, your role encompasses developing strategies to achieve sales goals while overseeing and providing leadership to the sales team. Your responsibilities include
  • Ensuring customer satisfaction
  • Maintaining strong client relationships
  • Driving profitability for the sales department
By implementing sales management processes and best practices, you can optimize the performance of your dealership in the competitive market. Your expertise in managing sales operations, team dynamics, and nurturing client relationships will be vital in meeting targets and maximizing revenue. With your solution-oriented mindset, you can overcome challenges and propel your sales team to success.

Overseeing Sales Operations

In the conversation with Mckinsey, Linda Crawford, executive vice president and general manager of Salesforce.com’s Sales Cloud says Selling is a “knowing” skill today -Most of the prospects salespeople encounter today are pretty well educated on the products and services the sellers are providing. A General Sales Manager must possess diverse skills and competencies to oversee sales operations. They are responsible for managing sales operations to meet targets, analyzing sales data to gain valuable insights, and optimizing sales processes for enhanced efficiency. Additionally, they develop and implement sales strategies that align with the organization’s goals and collaborate with other departments to ensure cross-functional success.  By leveraging their expertise in sales management, these managers drive profitability for the sales department while nurturing client relationships. Their ability to adapt to changing market dynamics and technological advancements, such as the internet, is crucial for achieving exceptional results. When hiring a General Sales Manager, businesses should prioritize those with a proven track record, strong leadership qualities, and a clear understanding of customer satisfaction.  A competent General Sales Manager maximizes sales team performance and meets sales goals, moving the business toward success.

Team Management and Leadership

To grow as a General Sales Manager, it is essential to possess skills in team management and leadership. A manager is responsible for recruiting, training, and guiding the sales team, ensuring they have the skills to succeed. They establish
  • Clear sales objectives and expectations
  • Offering guidance and support to assist their team in meeting targets
A general sales manager is crucial in maintaining loyalty and driving business growth by nurturing client relationships and ensuring customer satisfaction. They possess effective communication and interpersonal skills, strong decision-making and problem-solving abilities, and a proven track record in sales. This position requires a deep understanding of the sales management landscape, emphasizing achieving sales goals and building a successful sales team. Hiring the right general sales manager can significantly impact a business’s success while overcoming the challenges faced in this role is crucial for long-term success. Cultivating a sense of teamwork and collaboration among team members is crucial in creating a positive and fruitful work environment. Additionally, acknowledging and rewarding sales accomplishments motivates the team and reinforces a culture of excellence and high performance. By prioritizing team management and leadership, General Sales Managers can navigate their dealership toward success and growth.

Nurturing Client Relationships

Successful general sales managers understand the importance of nurturing client relationships. They build long-term connections with clients, ensuring their satisfaction and loyalty. By regularly communicating with clients, they gain a deep understanding of their needs and provide effective solutions.  Moreover, these managers identify upselling and cross-selling opportunities to boost sales and profitability. In addition, they immediately address any concerns or issues clients raise, resolving them immediately and satisfactorily. With their strong customer focus and solution-oriented approach, general sales managers play a crucial role in fostering positive client relationships, ultimately contributing to the success of the sales department and the overall business.

Job Description of a General Manager in Sales

To ensure the smooth operation of the sales department, a general sales manager collaborates with other managers to align goals. They develop and implement sales strategies and plans, analyzing market trends and competitors. Focusing on profitability, they monitor and report on sales performance, making adjustments as necessary. 

Education and Experience Requirements

  • A bachelor’s degree in business or a related field is essential to gain a strong foundation in sales principles and techniques.
  • Proven experience in sales management is crucial for understanding the dynamics of the sales department and achieving sales goals.
  • Familiarity with CRM (Customer Relationship Management) systems and sales software is necessary to manage and analyze the sales team’s performance effectively.
  • Excellent leadership and communication skills are vital for guiding the team toward success and nurturing a culture of collaboration.
  • With the right educational background and practical experience, a general sales manager can confidently lead their sales department and drive profitability.

Essentials skills and competencies for an effective general sales manager

  • Effective Negotiation and Persuasion Skills: A General Sales Manager must possess exceptional negotiation and persuasion skills. These skills are essential for not only closing deals but also for maximizing profitability. Whether negotiating with clients, suppliers, or team members, finding common ground and achieving mutually beneficial outcomes is critical.
  • Analytical and Problem-Solving Abilities: Analytical thinking and problem-solving are key competencies for a General Sales Manager. These abilities enable them to analyze complex market trends, identify sales opportunities, and develop effective strategies to overcome challenges. They can guide their team toward success by staying ahead of market changes and proactively addressing issues.
  • Motivational Leadership: Motivating and inspiring a sales team is crucial to a General Sales Manager’s role. Motivational leadership sets the tone for the entire sales department. They foster a positive work environment through effective motivation where team members are driven to perform at their best. They not only boost morale but also lead to improved sales performance.
  • Exceptional Communication Skills: A General Sales Manager must excel in written and verbal communication. Effective communication is essential for interacting with clients, colleagues, and stakeholders. Clear and concise communication helps convey strategies, goals, and expectations, ensuring everyone is on the same page.
  • Results-Driven Mindset: A results-driven mindset is at the core of a General Sales Manager’s approach. They are focused on achieving and surpassing sales targets. This drive to consistently deliver results propels the sales department’s success. It also instills a culture of performance excellence within the team. By harnessing these essential skills and competencies, a General Sales Manager plays a pivotal role in driving the sales department’s success and nurturing valuable client relationships. Their ability to negotiate effectively, analyze market trends, motivate teams, communicate clearly, and focus on results makes them a linchpin in achieving sales objectives.

What Makes a Successful General Sales Manager?

Successful general sales managers are known for their leadership skills, which they use to inspire and motivate their sales teams. They establish clear objectives and guide them to achieve them. Their decision-making is informed by data and analytics, allowing them to drive sales performance confidently. Furthermore, their adaptability and willingness to collaborate with other departments ensure that they maximize sales opportunities. To be a general sales manager, one must possess excellent communication skills to build relationships with customers and internal stakeholders. They should also have a deep understanding of the market trends and customer preferences so that they can design strategies accordingly. A key component of successful sales management is setting achievable targets for the team while providing them with the necessary support and resources to meet those goals. The sales manager also prioritizes training and professional development opportunities for their team members. This helps their employees grow and increases the team’s overall skill level, resulting in better results. Lastly, consistent monitoring of team performance metrics like conversion rates, lead generation, and customer satisfaction scores can help identify areas for improvement and guide future decision-making.

Key Performance Indicators

Specific key performance indicators (KPIs) can be used to evaluate a General Sales Manager’s effectiveness. These KPIs provide valuable insights into the sales department’s performance and overall business profitability. Some essential KPIs include:
  • Conversion rates and sales cycle length
  • Customer acquisition and retention rates
  • Average deal size and profit margins
  • Sales team productivity and quota attainment
Tracking these metrics allows the general sales manager to gauge their strategies’ success and identify improvement areas. For instance, increasing sales revenue and growth rate indicates successful sales initiatives, while high conversion rates and shorter sales cycles indicate efficient sales processes. Additionally, customer acquisition and retention rates reflect the effectiveness of nurturing client relationships. These KPIs are powerful tools for monitoring progress toward sales goals and making data-driven decisions to drive business success.

Effective Communication and Interpersonal Skills

Effective communication and interpersonal skills are essential for a general sales manager. It is vital to communicate clearly and concisely to ensure that all team members have a shared understanding, which promotes unity and efficiency. Actively listening is essential to comprehend customers’ and team members’ needs and concerns, as it supports problem-solving and decision-making.  The ability to resolve conflicts also contributes to a positive work environment, fostering teamwork and collaboration. Furthermore, showing empathy and understanding helps build rapport and trust with customers and team members, resulting in stronger relationships and improved sales outcomes.

Strong Decision-Making and Problem-Solving Abilities

General sales managers possess excellent decision-making and problem-solving abilities. They can analyze situations and make decisions based on data, which leads to increased sales performance. Sales heads are adept at making quick decisions even in difficult circumstances, enabling them to respond promptly to changes and opportunities in the ever-changing sales industry. Their problem-solving skills help them identify and address issues hindering sales performance, ensuring continuous improvement.  Additionally, their creativity and innovation allow them to develop unique solutions that meet the demands of customers and the market. By constantly evaluating and refining sales strategies, they optimize results and contribute to the dealership’s overall success. A highly competent GSM with these abilities is essential for effective sales operations. Top-performing sales leaders today focus on the very important relationship between themselves and the CMO. Companies need to get past fighting about leads versus closed deals and start focusing on the pipeline because that’s where the rubber meets the road between sales and marketing.

Proven Track Record in Sales

A proven track record as a sales executive or sales representative can enable effectiveness as a general sales manager because it demonstrates several vital qualities and experiences:
  • Understanding of Sales Processes: Sales executives and representatives have hands-on experience in sales processes, customer interactions, and closing deals. This understanding helps them guide and support their sales teams effectively.
  • Product and Market Knowledge: They are well-versed in the company’s products or services and have insights into market dynamics. Product and Market knowledge is valuable when making strategic decisions and setting sales targets.
  • Sales Techniques: Sales professionals have mastered various sales techniques, objection handling, and negotiation skills. They can mentor and coach their team members, sharing best practices for successful selling.
  • Customer Relationship Building: Building and maintaining strong customer relationships is a core skill for salespeople. General sales managers can emphasize the importance of customer-centric approaches to their teams.
  • Performance Metrics: Sales executives are accustomed to working with sales metrics and KPIs. They can use this experience to set realistic goals, monitor progress, and implement data-driven strategies for improvement.
  • Motivation and Leadership: A successful sales career often involves self-motivation and leadership. Sales managers who have been effective as representatives can inspire and motivate their teams to achieve sales targets.
A strong sales background equips individuals with the practical knowledge, skills, and leadership qualities necessary to excel as general sales managers, making them well-prepared to lead and drive their sales teams to success.

What Challenges does a General Sales Manager face and How to Overcome Them?

Sales managers face numerous challenges affecting their ability to drive sales and achieve targets. These challenges include:
  • Balancing Multiple Responsibilities: This can be challenging for sales managers who have to handle various tasks such as coaching sales reps, monitoring performance metrics, creating sales strategies, and managing customer relationships.
  • Adapting to Changing Market Trends: Market trends are another challenge as they require constant updates on the latest industry trends and customer preferences. 
  • Motivating and Managing Sales Teams: Sales managers must also encourage and manage their team members effectively to consistently meet their targets. 
  • Dealing with Rejection: Salespeople are often rejected more than accepted, leading to demotivation and burnout. To overcome this challenge, sales managers must provide support and training to help their teams better manage rejection. 
  • Staying Updated with Industry Advancements: Sales managers must remain relevant in the competitive market. Continuous skill development through training programs or attending industry events can help them stay updated on the latest techniques and technologies. 
Overcoming these challenges requires practical time management skills, resilience, and continuous development of relevant skills. Overall, overcoming these challenges requires a combination of soft skills, such as helpful communication leadership abilities, along with hard skills, such as data analysis, CRM management, etc., for successful outcomes in the long run.
In essence, Risely is a comprehensive platform that empowers managers with hard and soft skills, enabling them to tackle challenges effectively and achieve successful outcomes. Risely is like a helpful toolkit for managers. It gives you the tools you need to do your jobs better. Whether it’s learning new skills, staying organized, or dealing with challenging situations, Risely has your back. It’s like having a mentor and a set of handy tools all in one place. So, when you sign up with Risely, you’re not just getting a product but a partner to help you succeed in your job. Sign up

Conclusion

The role of a general sales manager requires a unique blend of skills and experience. Besides solid leadership and communication, they should have a proven sales track record. Excellent general sales manager impacts the business, driving sales, improving teams, and fostering excellence. A sales manager must handle various challenges, from managing operations to nurturing client relations. A general sales manager can make a significant difference in achieving your goals. Continual training is crucial to keep managers updated on market trends and best practices, staying ahead of competitors.

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15+ Sales Manager Best Practices to Boost Your Team’s Performance

15+ Sales Manager Best Practices to Boost Your Team’s Performance

As a sales manager, you are responsible for achieving your targets and driving your team’s performance. It’s easy to get caught up in the daily grind of managing a sales team, but taking a step back and focusing on sales best practices can help you significantly improve your team’s performance. In this blog post, we will delve into the core areas of sales management and give you sales best practices that can help you boost your team’s performance. We cover everything from sales pipeline management, sales operations, and sales training to sales territory management. We will also dive deeper into each area and discuss specific best practices that you can implement to maximize efficiency and drive results. So, let’s get started!

The Importance of Sales Manager Best Practices

Sales best practices are crucial for the success and sustainability of a sales team and the organization. Here are five key reasons why they are essential:
  • Consistency and Predictability: Sales best practices provide a standardized approach to selling. When everyone on the sales team follows proven techniques and processes, it creates consistency in performance. Consistency leads to predictability, vital for setting and achieving sales targets and revenue goals.
  • Efficiency and Productivity: Sales best practices in sales help streamline the sales process, eliminating wasted time and effort. When sales reps have a clear roadmap, they can work more efficiently, handling more leads and opportunities in less time.
  • Higher Conversion Rates: Implementing sales best practices results in higher conversion rates. These practices are typically developed through a deep understanding of customer needs and preferences, making prospects more likely to respond positively to the sales approach.
  • Customer Satisfaction: Effective sales best practices prioritize the customer’s needs and concerns. By understanding and addressing customer pain points, sales teams can build trust and foster positive, long-term relationships, leading to higher customer satisfaction and retention.
  • Continuous Improvement: Sales best practices are not static; they evolve with the market and customer preferences. Implementing these practices encourages a culture of continuous improvement within the sales team. Salespeople can learn from their experiences and the experiences of their peers, refining their techniques to stay competitive and adapt to changing conditions.
Follow the link to know about how managers can make or break company growth.

Core Areas of Sales Management Best Practices

It is important to focus on core areas of sales management and apply sales manager best practices to ensure a more streamlined and effective sales function. Sales pipeline management plays a crucial role in tracking and optimizing the entire sales process, while sales operations ensure the smooth functioning of sales activities and processes. Sales training equips sales reps with the necessary skills and knowledge to excel in their roles, and sales territory management involves strategically dividing territories to maximize sales opportunities. Adopting sales best practices in these core areas can enhance your team’s performance and drive better results. Keep reading to know more about them.

Sales Pipeline Management Best Practices

The sales pipeline visually represents the sales process, from lead generation to closing a deal. It’s essential for tracking and optimizing the entire sales process. Sales managers use the pipeline to monitor the progress of leads and opportunities, identify bottlenecks, and allocate resources effectively. A well-managed sales pipeline helps predict future revenue, set realistic targets, and identify areas where additional support or training may be needed.
  • Clearly Defined Stages: Define and document the various stages of your sales pipeline, from lead generation to closing a deal. Ensure that all team members understand these stages and use consistent terminology.
  • Regular Pipeline Reviews: Hold regular meetings to review the sales pipeline with your team. Assess the progress of each opportunity, identify potential roadblocks, and strategize how to move deals forward.
  • Lead Scoring: Implement lead scoring to prioritize leads and opportunities based on their potential value. This helps sales reps focus their efforts on the most promising prospects.
  • Sales Forecasting: Use historical data and trends to create accurate sales forecasts. This helps set realistic targets, allocate resources effectively, and plan for growth.
  • Data Quality and CRM Usage: Ensure that your CRM system is up to date with accurate data. Train your team to use it consistently for tracking interactions, recording notes, and maintaining a clean database.

Sales Operations Best Practices

Sales operations are responsible for the smooth functioning of sales activities and processes. They focus on optimizing sales processes, tools, and technology to enhance the sales team’s efficiency. Sales operations teams often handle tasks like territory alignment, compensation plans, sales analytics, and sales software and tools integration. Their role is crucial in ensuring the sales team has the resources and support needed to meet and exceed targets.
  • Process Documentation: Document all sales processes, workflows, and best practices. This ensures that everyone follows standardized procedures for efficiency and consistency.
  • Technology Integration: Integrate sales tools and software to streamline operations. This includes CRM systems, marketing automation, analytics, and communication platforms.
  • Sales Enablement: Develop sales enablement resources, such as sales collateral, playbooks, and training materials, to support your sales team’s daily activities.
  • Sales Data Analytics: Use data analytics to track and measure the performance of your sales team and processes. This data-driven approach helps in making informed decisions.
  • Sales Compensation Plans: Design competitive and motivating compensation plans that align with the company’s goals and incentivize sales reps to meet or exceed targets.

Sales Training Best Practices

Sales training equips sales representatives with the skills and knowledge they need to excel in their roles. It covers various aspects, including product knowledge, communication skills, objection handling, and negotiation techniques. Effective sales training leads to higher sales performance, increased customer satisfaction, and improved team morale. It’s an ongoing process that adapts to changes in the market, product offerings, and customer needs.
  • Role-Specific Training: Tailor training programs address the specific roles and responsibilities of your sales team, whether it’s inside sales, field sales, or account management.
  • Continuous Learning: Promote a culture of continuous learning by offering ongoing training and development opportunities, including workshops, webinars, and mentorship programs.
  • Product and Industry Knowledge: Ensure that your sales team deeply understands your products or services and the industry you operate in, allowing them to speak with authority and confidence.
  • Sales Skills Enhancement: Improve essential sales skills, such as objection handling, negotiation, active listening, and relationship building.
  • Role-Playing and Practice: Incorporate role-playing exercises and real-world scenarios into training sessions to help sales reps apply what they’ve learned in a practical context.

Sales Territory Management Best Practices

Sales territory management strategically divides geographic or market areas among sales reps to maximize sales opportunities and efficiency. This process considers the potential for sales, the existing customer base, and the resources available to each salesperson. Well-structured territory management ensures that each sales representative can focus on their allocated area, providing better service and potentially increasing sales.
  • Market Analysis: Conduct a thorough market analysis to understand the potential of different territories. Consider factors like demographics, competition, and economic trends.
  • Equitable Assignment: Assign territories fairly, considering factors like salesperson experience, skill set, and workload capacity. Avoid overloading or underutilizing your sales team members.
  • Regular Evaluation: Continuously assess the performance of each territory. Adjust assignments as needed to allocate resources where they can have the most impact.
  • Customer Segmentation: Divide territories further by customer segments to ensure each sales rep can tailor their approach to specific customer needs and preferences.
  • Communication and Collaboration: Encourage communication and build collaboration among sales team members, especially when multiple reps cover adjacent territories. This can help identify cross-selling opportunities and share sales best practices.

Conclusion

To be a successful sales manager, it is crucial to implement sales best practices in various areas of sales management. This includes effective sales pipeline management, streamlined sales operations, comprehensive training, and strategic sales territory management. Focusing on these core areas can enhance your team’s performance and drive better results. Regarding sales pipeline management, leveraging CRM software can help streamline the process and provide valuable insights. Regularly measuring and analyzing sales pipeline reports allows you to identify areas for improvement and make data-driven decisions. Keeping the entire company informed through regular updates is essential for sales operations. Additionally, ensuring that efficient and concise sales processes can save time and improve productivity. Investing in comprehensive sales training is another crucial aspect of boosting your team’s performance. Customizing training sessions to cater to different roles and regularly conducting follow-ups and refresher sessions can help your team stay updated and motivated. Lastly, implementing sales best practices in sales territory management, such as strategic territory allocation and continuous monitoring, can maximize efficiency and ensure optimal coverage. By adopting these sales best practices, you can elevate your sales team’s performance and drive success in your organization.

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Mastering the Art of Hiring: A Comprehensive Hiring Manager Interview Guide

Mastering the Art of Hiring: A Comprehensive Hiring Manager Interview Guide

Hiring the right talent is a cornerstone of an organization’s success. In today’s competitive job market, the role of a hiring manager is more critical than ever. Hiring managers need a structured and practical approach to identify the best candidates who will meet the job requirements and align with the company culture. That’s where a well-crafted hiring manager interview guide comes into play. This blog explores the art of hiring manager interview guide. We delve into the importance of having a comprehensive interview guide, the steps to create one, and tips to conduct interviews effectively. Whether you’re an experienced hiring manager looking to refine your approach or a newcomer to the hiring world, this guide will provide you with the insights and tools needed to make informed and strategic hiring decisions. 

What is the role of the hiring manager in an interview?

The hiring manager plays a pivotal role in the interview process, where they are responsible for several key tasks:
  • Defining job requirements: The hiring manager first determines the qualifications, skills, and experience required for the open position. This involves creating or updating the job description and specifying the candidate evaluation criteria.
  • Screening resumes and applications: Hiring managers review resumes and job applications to shortlist candidates who meet the basic job requirements. They identify candidates whose backgrounds align with the position’s needs.
  • Developing interview questions: Crafting interview questions that assess a candidate’s qualifications and fit for the role is another key responsibility. The hiring manager may also collaborate with the HR team or interview panel to create a comprehensive set of questions.
  • Conducting interviews: The hiring manager typically leads or participates in candidate interviews. They ask questions, evaluate responses, and assess how healthy candidates match the job requirements. This involves in-person, phone, or video interviews.
  • Assessing cultural fit: Hiring managers often evaluate whether candidates are a good cultural fit for the organization. They consider how well a candidate’s values, work style, and personality align with the company’s culture.
  • Collaborating with the interview panel: In larger organizations, the hiring manager may work alongside an interview panel that includes team members, department heads, or HR professionals. They coordinate with the panel to ensure a comprehensive evaluation of candidates.
The hiring manager’s role is critical in ensuring that the right talent is brought into the organization, and their ability to assess qualifications, cultural fit, and potential contributions is central to the hiring process.

Need for a Hiring Manager Interview Guide

A hiring manager interview guide is an essential tool for several reasons:
  • Consistency: It ensures that all candidates are evaluated using the same criteria and questions, promoting fair and consistent assessments.
  • Legal compliance: A well-structured guide helps hiring managers avoid asking illegal or discriminatory questions, reducing legal risks.
  • Effective screening: It helps hiring managers focus on critical aspects of the job and candidate qualifications, improving the efficiency of the screening process.
  • Improved decision-making: An interview guide ensures hiring managers cover all relevant topics, leading to more informed and confident hiring decisions.
  • Structured assessments: The guide helps hiring managers rate and compare candidates objectively, reducing the impact of biases.
  • Candidate experience: A structured interview can create a positive candidate experience, enhancing the company’s reputation.
  • Onboarding: An interview guide can help hiring managers identify the best candidates for onboarding, leading to higher retention and better performance.
  • Feedback loop: It encourages hiring managers to provide feedback and share insights with HR and other team members, leading to continuous improvement in the hiring process.
  • Training tool: It is for new hiring managers, helping them understand the organization’s expectations and best practices.
In summary, a hiring manager interview guide is a valuable tool that streamlines the hiring process, enhances fairness, and helps organizations make well-informed and strategic hiring decisions. It is essential for maintaining consistency, reducing legal risks, and ensuring a positive candidate experience.

How to create a hiring manager interview guide?

Creating a hiring manager interview guide involves several steps to ensure the directory is well-structured and effective. A step-by-step process to make a comprehensive hiring manager interview guide:
  • Understand the job requirements: Start by thoroughly understanding the job requirements and the skills, qualifications, and attributes needed for success in the role.
  • Identify key competencies: Identify the essential competencies and qualifications for the job. This might include technical skills, soft skills, experience, and cultural fit.
  • Develop a list of standard questions: Create a list that addresses the key competencies. These questions should be open-ended and designed to elicit detailed responses from candidates.
  • Behavioral and scenario-based questions: Incorporate behavioral questions and scenario-based questions to assess how candidates have handled relevant situations in the past.
  • Legal and ethical considerations: Ensure all questions are legal and ethical, avoiding topics like age, gender, religion, or other protected characteristics.
  • Rating system: Develop a rating system or scoring criteria to assess candidates’ responses. This system should align with the competencies and qualifications identified earlier.
  • Guidelines for follow-up questions: Provide guidelines for when and how to probe further or ask follow-up questions to get more detailed candidate responses.
  • Explanation for each question: Include explanations in the guide, detailing why the question is relevant and what you are looking for in the candidate’s response.
  • Sample answers: Provide sample answers or indicators of what constitutes a strong response for each question. This helps hiring managers evaluate candidates effectively.
  • Scoring sheet: Create a scoring sheet or evaluation form that hiring managers can use to rate candidates’ responses during the interview.
  • Training and explanation: Provide training and explanation to hiring managers on how to use the guide effectively. Offer examples and scenarios to clarify the expectations.
Creating a hiring manager interview guide is an ongoing process that requires collaboration, training, and adaptation. It’s essential for maintaining consistency, fairness, and objectivity in the interview process and ensuring that suitable candidates are selected for the organization.

How can a hiring manager prepare for an interview?

Hiring managers can prepare for interviews effectively by following these steps:
  • Review the job description: Familiarize yourself with the job description, including the qualifications, skills, and experience required for the role.
  • Understand the company and culture: Ensure you have a strong understanding of the company’s mission, values, culture, and goals. This knowledge will help you assess a candidate’s potential cultural fit.
  • Study the candidate’s resume: Carefully review the candidate’s resume to understand their background, work history, and accomplishments.
  • Develop interview questions: Create a set of interview questions that align with the job requirements and competencies. Include a mix of standard, behavioral, and scenario-based questions.
  • Standardized rating system: Establish a standardized rating system or evaluation criteria to assess candidates consistently. This system should align with the competencies and qualifications required for the job.
  • Sample answers and indicators: Include sample answers or indicators of what constitutes a strong response for each question in your interview guide. This will help you evaluate candidates effectively.
  • Probing and follow-up guidelines: Develop guidelines for when and how to probe further or ask follow-up questions to gain deeper insights into candidates’ responses.
  • Prepare for a positive candidate experience: Plan the interview logistics, such as the location and timing, to ensure candidates have a positive experience.
  • Active listening: Practice active listening during interviews to ensure you fully understand candidates’ responses.
  • Feedback and follow-up: Plan for timely feedback to candidates and colleagues involved in the interview process. Offer constructive feedback where appropriate.
By preparing effectively, hiring managers can conduct interviews that are consistent, fair, and aligned with the organization’s needs and culture, ultimately leading to better hiring decisions.

Tips for hiring managers to conduct an interview effectively

An effective interview is crucial for hiring managers to identify the right candidate for a job. Here are some tips to help hiring managers conduct interviews effectively:
  • Review the candidate’s resume, the job description, and any relevant materials before the interview.
  • Ensure that the interview space is comfortable, well-lit, and free from distractions.
  • Start the interview with a friendly greeting to help candidates feel at ease. Building rapport can lead to more candid responses.
  • Use open-ended questions to encourage candidates to provide detailed responses. Avoid yes/no questions.
  • Pay close attention to the candidate’s responses. Active listening demonstrates your interest and allows you to gather valuable information.
  • Record important points during the interview. This will help you remember details and make comparisons between candidates.
  • Keep the interview on schedule and ensure that you cover all planned questions and topics.
  • Use the same questions and evaluation criteria for all candidates to ensure a fair and objective evaluation.
  • Be mindful of unconscious biases. Avoid making assumptions about candidates based on factors unrelated to the job.
Effective interviews are a critical part of the hiring process, and following these tips can help hiring managers make informed and fair hiring decisions. Hiring done? Read about onboarding next: 10 Ways For Re-Onboarding Remote Employees

Conclusion

In the world of recruitment, hiring managers play a pivotal role. They are the gatekeepers of talent, entrusted with identifying the right individuals to drive an organization forward. The process of interviewing candidates, however, can be complex and challenging. That’s where a well-structured hiring manager interview guide comes into play. As we conclude this exploration of the hiring manager interview guide, it’s evident that having a comprehensive and thoughtful approach to interviews is a game-changer. A practical interview guide ensures consistency, fairness, and objectivity throughout the hiring process. It empowers hiring managers to make informed decisions that align with the company’s needs and culture.

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Revamp Your Hiring: 14 Top Recruitment Best Practices for 2023

Revamp Your Hiring: 14 Top Recruitment Best Practices for 2023

Staying ahead of the curve is crucial in the ever-evolving talent acquisition landscape. Recruitment is more than just filling job vacancies; it’s about finding the right talent efficiently and effectively. To excel in this endeavor, you need a well-crafted toolkit of best practices that adapt to the changing needs of the industry. Welcome to our blog on recruitment best practices for 2023. As the competition for top talent intensifies, these 14 recruitment best practices have emerged as the cornerstones of successful recruitment strategies. Each of them is designed to attract the best candidates, streamline the hiring process, and enhance the overall candidate experience. Throughout this blog, we’ll explore each recruitment best practice in-depth, providing explanations, examples, and insights into how they benefit your recruitment team.   Let’s dive into the world of recruitment best practices and unlock the key to building a winning team in 2023.

What is recruitment? Why is it important? 

Recruitment is identifying, attracting, and selecting qualified individuals to fill job vacancies within an organization. It’s a critical function of human resource management and is pivotal in shaping an organization’s success. Recruitment ensures an organization has the right people with the necessary skills and qualifications to meet its objectives and contribute to its growth.  Reasons why recruitment is important: 1. Talent acquisition and quality workforce: Recruitment is essential for identifying and attracting a pool of candidates with the skills and expertise needed to drive an organization forward. It’s the primary means by which an organization acquires the human capital required to perform tasks, meet goals, and remain competitive in the marketplace. 2. Skill diversity: Recruitment allows organizations to access diverse skills and experiences. By bringing in individuals with different backgrounds and talents, a company can build a well-rounded workforce capable of solving complex problems and adapting to changing market conditions. 3. Innovation and growth: Recruitment drives innovation and growth. New hires can inject fresh ideas, perspectives, and energy into an organization. They can help an organization remain agile, seize opportunities, and stay ahead in a dynamic business environment. 6. Succession planning: Recruitment is critical for succession planning. Organizations need to identify and groom talent from within, and external recruitment can fill gaps when internal talent isn’t readily available. In summary, recruitment is the gateway to building a skilled and motivated workforce that drives an organization’s success. It’s not merely about filling positions; it’s about selecting the right individuals who align with the company’s culture and values, possess the required skills, and have the potential to contribute positively to the organization’s growth and competitiveness. 

14 Recruitment best practices for 2023

14 recruitment best practices for 2023 are as follows: 1. Employer brandingBuilding and promoting a positive employer brand helps attract and retain top talent. It’s essential for showcasing your company culture, values, and reputation. It increases the attractiveness of your organization, leading to a higher volume of qualified applicants. Example: Use social media and company website to highlight your work culture, share employee stories, and showcase workplace awards. Tip: Regularly update your online presence, engage with employee reviews, and leverage unique selling points. 2. Data-driven decision-making: Use data and analytics to inform recruitment decisions. This practice allows you to optimize your recruitment strategies based on quantifiable results. Example: Analyze recruitment metrics like time-to-fill, cost-per-hire, and source effectiveness to refine your hiring strategies. Tips: Invest in an applicant tracking system (ATS) for data collection and analysis. Provide training on data interpretation for your team. 3. Diverse sourcing: Seek candidates from various sources to increase diversity in your candidate pool. A diverse workforce can bring a range of perspectives and talents to your team. Example: In addition to job boards, utilize employee referrals, career fairs, and online communities for sourcing candidates. Tip: Develop a diversity and inclusion hiring strategy and actively engage with underrepresented groups. 4. Inclusive job descriptions: Craft job descriptions that appeal to a diverse range of candidates, including those from underrepresented groups. Avoid biased language that may deter qualified applicants. Example: Use gender-neutral and inclusive language in job postings. Tip: Conduct job description audits to identify and remove biased language. Train your team on writing inclusive job descriptions. 5. Candidate relationship management (CRM): Implement a CRM system to build and maintain relationships with candidates, even those who aren’t immediately selected. This helps create a talent pipeline for future needs. Example: Use CRM software to track candidate interactions, follow-up, and communication. Tip: Train your team on CRM software usage and data privacy compliance. Segment your candidate database for personalized communication. 7. Social media recruitment: Leverage social media platforms for recruitment purposes. Social media offers a vast and engaged pool of potential candidates. Expand your reach to passive job seekers, allowing for a wider talent pool. Example: Use LinkedIn, Twitter, and Facebook to post job openings, share company culture, and engage with potential candidates. Tips: Create a social media recruitment strategy, including content sharing and engagement guidelines. Use analytics to measure the effectiveness of your social media efforts. 8. Video interviews: Incorporate video interviews into your hiring process, allowing candidates and hiring teams to connect regardless of location.Reduces scheduling conflicts and interview time, making the process more efficient. It also allows for a global talent search. Example: Use video conferencing tools for initial interviews or pre-recorded video responses to interview questions. Tip: Train your team on best practices in video interviews and use good audio and video quality technology. Ensure a fair and consistent interview process. 9. Employee referral programs: Encourage current employees to refer potential candidates. Employees often refer individuals who align with the company culture and values. It increases the likelihood of finding candidates who fit your company culture and are endorsed by current employees. Example: Establish a referral program that rewards employees for successful referrals.  Tip: Communicate the referral program clearly to employees and provide regular updates on job openings. Ensure that the referral process is straightforward. 10. Skill and behavioral assessments: Use skill and behavioral assessments to evaluate candidates’ qualifications and suitability. It ensures that candidates meet job requirements and have the desired skills and traits, leading to better hires. Example: Administer technical tests, personality assessments, or role-specific exercises. Tip: Choose relevant assessments for each position and standardize the evaluation process. Train your team on assessment administration and interpretation. 11. Candidate experience enhancement: Improve the overall candidate experience to attract and retain top talent. Positive experiences create brand advocates, even among candidates not selected. It also improves the likelihood of future applications. Example: Provide timely feedback, clear communication, and a smooth interview process. Tips: Map the candidate journey, identify pain points, and implement changes to address those issues. Train your team on providing a stellar candidate experience. 12. Automated resume screening: Implement resume screening tools that use artificial intelligence to analyze and rank resumes. Reduces time spent on manual resume screening, streamlines the process, and enhances consistency. Example: Use AI-based software to review and shortlist resumes based on specific criteria. Tips: Fine-tune your screening criteria with hiring managers and regularly update the AI model for improved accuracy. 13. Role-specific job boards: Post job openings on job boards specific to your industry or job role to target relevant candidates. Increases the likelihood of attracting candidates with the right skills and interests. Example: Use platforms like GitHub Jobs for technical roles or Behance for creative positions.  Tips: Research and select job boards that align with your hiring needs. Optimize job listings on these platforms for visibility. 14. Candidate assessments tailored to roles: Develop role-specific assessments for candidates, aligning the evaluation process with the job requirements—more accurate evaluations of a candidate’s capabilities for the specific role and improved hiring decisions. Example: Create unique coding challenges for software engineer candidates or a customer service scenario for support roles.  Tips: Collaborate with hiring managers to define role-specific assessments. Regularly review and update the assessments as job requirements evolve. These 14 recruitment best practices are essential for 2023 and beyond, helping recruitment teams attract, select, and retain the best talent while improving efficiency and diversity. By implementing these practices, organizations can stay competitive and responsive to the ever-evolving job market, leading to more successful hires and a more robust employer brand.

Conclusion

As we conclude our exploration of recruitment best practices, it’s evident that these 14 strategies are the compass that guides your organization to talent acquisition success in 2023 and beyond. In the fast-paced world of recruitment, staying ahead requires adaptability and a commitment to excellence. These best practices provide the roadmap to achieving just that. The ever-changing job market demands a holistic approach to recruitment that goes beyond traditional methods. From embracing the power of employer branding and data-driven decision-making to fostering diversity and enhancing the candidate experience, these practices offer a multifaceted solution to the challenges of modern recruitment.

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Transforming Training with Learning Curation: 5 Effective Strategies

Transforming Training with Learning Curation: 5 Effective Strategies

In today’s fast-paced world, acquiring knowledge and skills has never been more critical. The demand for effective, efficient, and engaging learning experiences is rising in the corporate landscape. This is where learning curation emerges as a game-changer. Imagine having a dedicated guide who selects the most relevant, high-quality resources, arranges them logically, and tailors them to your learning needs. That’s the essence of learning curation. It’s a process that simplifies the learning journey and supercharges it with personalized content, making it an invaluable tool for educators, trainers, and learners alike. In this blog, we’ll delve into learning curation, exploring what it is, why it matters, and how it’s transforming our learning. 

What is learning curation?

“Learning curation” is a process that involves selecting, organizing, and presenting educational content to create a purposeful and structured learning experience. It goes beyond content curation, focusing on designing a learning journey or curriculum by carefully selecting and arranging learning resources to achieve specific learning objectives. Learning curation creates structured learning programs, courses, and training modules that are coherent, meaningful, and conducive to effective learning. It aims to optimize the learning experience, making it more efficient, engaging, and aligned with specific learning goals. It is precious when a structured and cohesive learning experience is essential for achieving desired educational or training outcomes.

Why is learning curation important?

Learning curation is important for several reasons in the field of learning and development:
  • Optimizing learning experiences: Learning curation enhances the quality of learning experiences by carefully selecting and organizing educational content. It ensures learners access relevant and valuable resources that align with their learning objectives.
  • Efficiency: It streamlines the learning process by presenting content in a structured and logical sequence. This approach saves time for learners and trainers, as they don’t have to sift through abundant information to find what they need.
  • Personalization: It allows for personalized learning experiences. Different learners may have varying needs and preferences, and curation enables the tailoring of content to match these individual requirements.
  • Effective learning pathways: Curation helps create effective learning pathways that guide learners through a series of resources to maximize comprehension and retention. It ensures that learners progress from primary to advanced topics coherently.
  • Alignment with learning objectives: Curation ensures the selected content directly supports the defined learning objectives. This alignment enhances the relevance of the learning experience.
  • Quality assurance: Learning curation helps maintain a certain level of quality and consistency in the learning materials, ensuring that learners receive accurate and reliable information.
Learning curation is especially important in today’s information-rich environment, where educational content can be overwhelming. Guiding learners through a thoughtfully selected and organized set of resources simplifies the learning process and helps learners achieve their goals efficiently and effectively.

What is the process of learning curation in L&D?

Learning curation in Learning and Development (L&D) involves carefully selecting, organizing, and presenting educational content to create a purposeful and structured learning experience.
  • Needs analysis: Identify the specific learning objectives and goals for the program or course. Determine the target audience’s characteristics, including prior knowledge, skills, and preferences.
  • Resource identification: Identify potential learning resources, including articles, videos, online courses, books, expert interviews, simulations, and more. 
  • Evaluation: Evaluate the identified resources based on relevance, accuracy, quality, and alignment with learning objectives. Eliminate or set aside resources that do not meet the criteria.
  • Sequencing and organization: Arrange the selected resources logically and meaningfully. Consider factors such as complexity, topic flow, and a progression from foundational to advanced material. Create a structured curriculum or learning pathway that guides learners through the content.
  • Adaptation and customization: Customize the content to suit the needs and preferences of the target audience. This may involve modifying or supplementing resources, adding contextual information, or providing guidance on how to use the resources effectively.
  • Assessment and evaluation: Integrate assessments, quizzes, or other evaluation forms to measure learner progress and comprehension. Use feedback from assessments to identify areas for improvement or additional support.
  • Technology integration: Leverage learning management systems (LMS), educational platforms, or digital tools to deliver and track the learning journey. Ensure easy access to curated content through these platforms.
  • Distribution and access: Make the curated content accessible to learners through the chosen distribution channels, such as a learning portal, website, or a specific learning platform. Ensure that learners can easily access the content and follow the structured pathway.
  • Monitoring and iteration: Continuously monitor learners’ progress through the curated content. Analyze learner engagement, performance, and feedback data to make necessary adjustments or updates to the curated materials.
The process of learning curation is iterative and responsive, ensuring that the learning materials remain current and aligned with the evolving needs of the learners and the organization’s objectives. 

Global-only approach vs. Local-only approach

The decision to adopt a global or local-only approach to content curation depends on the specific needs, goals, and context of the organization or learning program. Each approach has its own set of benefits and drawbacks:

Global-only approach:

Benefits:
  • Consistency: A global-only approach ensures that all learners, regardless of location, access the same standardized content. This consistency can be essential for ensuring that important information is universally understood and applied.
  • Efficiency: Curating and maintaining a single set of content is more efficient in terms of resources and time. Updates and improvements can be made once and distributed globally.
  • Cost-effective: It can be cost-effective to produce and maintain a single set of content, especially for large organizations or global companies with a common training framework.
Drawbacks:
  • Limited localization: A global-only approach may not account for local cultural nuances, language preferences, or specific regulatory requirements. This can result in less relevant content to learners in certain regions.
  • Lack of adaptability: Content that is too standardized may not be flexible enough to address the diverse needs of learners across different locations and contexts.

Local-only approach:

Benefits:
  • Cultural relevance: A local-only approach allows content customization to better align with local cultures, languages, and preferences. This can lead to more engaging and relatable learning experiences.
  • Regulatory compliance: It enables content to be adapted to meet specific regulatory or legal requirements in different regions, ensuring that training is fully compliant.
  • Higher engagement: Learners may be more engaged when content is tailored to their local context, increasing training effectiveness.
Drawbacks:
  • Resource intensive: Creating and maintaining multiple content sets for various locations can require additional time and costs.
  • Complex management: Managing localized content may require more complex content management systems and workflows.
In many cases, a blended approach may be most effective, combining global and local content curation elements. This approach allows organizations to maintain consistency in core content while offering flexibility for localization when needed. The choice between a global-only or local-only system should be guided by the specific requirements of the organization, its learners, and the nature of the content being curated.

5 Strategies for valuable learning curation

Effective learning curation requires careful planning and execution to ensure that the curated content is valuable to learners. 
  1. Clear learning objectives: Begin by defining clear and specific learning objectives. Understand what learners should know or be able to do by the end of the learning experience. The curation process should align with these objectives.
  2. Audience Understanding: Know your audience’s characteristics, including prior knowledge, learning styles, and preferences. Tailor the curated content to match the needs of the audience.
  3. Resource selection criteria: Establish selection criteria for learning resources. Consider relevance, accuracy, quality, and alignment with learning objectives. Avoid overwhelming learners with too many resources.
  4. Diversity of resources: Include various resource types to accommodate different learning styles. This can include articles, videos, interactive exercises, simulations, webinars, and expert interviews.
  5. Support and facilitation: Provide support, guidance, or facilitation as needed, such as through instructors or mentors—address learner questions or concerns related to the curated content.
By implementing these strategies, learning curation can provide valuable, engaging, and effective learning experiences that meet learners’ specific goals and needs.

Conclusion

As we wrap up our blog on learning curation, it’s clear that this approach to education and training can revolutionize how we learn and teach. The journey through the world of learning curation has revealed its power to enhance the learning experience in various contexts, from classrooms to corporate training rooms. Learning curation isn’t just about collecting resources; it’s about shaping personalized learning journeys that are efficient, engaging, and tailored to individual needs. It’s a dynamic process that thrives on adaptability, feedback, and a commitment to continuous improvement.

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Breaking the Mold: Navneet’s Transition from Commanding to Collaborative Management

Breaking the Mold: Navneet’s Transition from Commanding to Collaborative Management

Navneet views life as a vast canvas, ready to be adorned with vibrant experiences. His zest for living life to the fullest, both personally and professionally, paints each day with a new hue. He is a relentless explorer with an insatiable curiosity about human behavior and psyche; Navneet approaches every human interaction and situation with an eagerness to learn and explore. In his current role as an Engineering Manager at Culturro, Navneet’s career trajectory mirrors his dynamic and adaptable nature. He embarked on his professional journey as a technical engineer, fully immersing himself in programming, coding, and designing. However, the path to his current role was far from linear. Navneet encountered career detours and diverse experiences, each contributing to his growth and development. These experiences have shaped him into the manager he is today. Navneet remains committed to continuous learning and embracing change as he navigates his managerial journey in a rapidly changing work environment. 

Overcoming Reluctance: The Role of Guiding Leadership

I had initially envisioned myself mostly as an individual contributor. -Navneet
Before joining as a full-time employee, Navneet had already worked with Culturro as a freelancer and had immensely contributed to the technical projects. Initially, Navneet viewed himself as an individual contributor upon joining the team. But he soon realized that Ashish (Co-founder of Culturro) had a different vision for him upon entering the team.  
I was a little reluctant to get into a managerial position. -Navneet
When Navneet was presented with the opportunity to lead the technical team, it marked a significant turning point in his career. Managing a technical team was an entirely uncharted territory for him. Uncertainty clouded his mind, and he questioned his ability to fulfill the responsibilities of a managerial role successfully. Despite his initial reservations, Navneet recognized the alignment between his experience, capabilities, and the company’s needs. He understood his skill set and expertise uniquely positioned him to contribute significantly to the managerial position. Even though he acknowledged the potential benefits, yet he remained unsure about his capacity to execute the role effectively. As a new manager, managing a technical team presented a distinctive set of challenges, introducing uncertainties and variables beyond his previous experience.
My experience with my previous managers was not pleasant. -Navneet
Navneet’s reservations were deeply influenced by his past encounters with managers, significantly shaping his reluctance. He had interacted with managers who appeared out of touch with the actual intricacies of tasks, imposing inflexible timelines and methodologies without a genuine understanding of the work’s nuances. Having directly experienced the effects of such strict and inconsiderate managerial styles left a sour impression regarding managerial roles.  Navneet’s reluctance to take on the managerial position was a blend of uncertainty about his abilities and reservations rooted in his past experiences. But with his present manager’s guidance and support, Navneet embarked on this managerial journey. 

A Limited Perspective: Influence of Surrounding Management Styles

My communication style with the team was not effective. I would give out orders to team members with the exact way the task had to be done. -Navneet
Navneet’s initial stint in a managerial role was as a scuba diving center manager, an entirely different domain where he managed a team of dive instructors and masters. He acknowledges that his performance as a manager during that period was poor. Looking back, he recognizes that he followed an autocratic management style and was strict with team members. This approach left little room for meaningful discussions or exploring alternative perspectives. Even when team members attempted to initiate conversations or propose new ideas, Navneet’s receptivity to such input was limited. The repercussions of this approach were evident to Navneet. He saw general discontent spread through the team, leading to an unfavorable work atmosphere. 
This was the only style of management I saw followed around me, and I thought it was the only way to do it. -Navneet
Navneet’s introspection reveals that his managerial style at the time was heavily influenced by what he had observed from previous managers. His approach was a mirror of the only management style he had encountered. Unconsciously, he perpetuated this pattern, even though he recognized its shortcomings. In retrospect, Navneet identifies the lack of knowledge about alternative management approaches contributing to his adherence to this style. He acknowledges that different circumstances call for different approaches and that adopting a more open, inclusive style could lead to a more productive and enjoyable work environment. This realization is a testament to his growth as a manager, emphasizing the importance of continuous learning and adaptation.

Learning from Experience: A Profound Shift

Navneet reflects on his evolution as a manager and the transformation in his managerial style. His initial experience as a manager left him realizing that he needed to make changes but lacked guidance on how to do so effectively. Upon joining Culturro, his perspective shifted profoundly as Navneet observed a different management style that achieved productivity without compromising team satisfaction. Ashish played a pivotal role during this transformation by providing initial guidance and support. Feedback from team members and colleagues helped him identify areas for improvement. 
The masterclass gave me the right tools to get into the managerial role. -Navneet
The masterclass designed for managers by Risely truly enlightened him as a manager. This experience gave him valuable insights and a new perspective on the essential elements of effective management. Navneet found that while managing people isn’t rocket science, it requires a different skill set from technical expertise. Soft skills, intuition, and a nuanced understanding of human dynamics take center stage while managing people. The masterclass equipped him with the tools and insights needed to excel in his managerial role, offering a fresh approach aligned with his growth journey.

Slipping into old habits: A Shift from Blame to Understanding

I have consciously tried not to play the blame game and understand the team members’ problem. -Navneet
Navneet acknowledges the challenge of slipping back into old management habits, particularly when facing delays or challenges. He recognizes that it’s natural to revert to familiar patterns, such as pushing for tasks to be completed quickly. However, to tackle the situations better, he intentionally avoids using phrases like “get it done” without a context. Instead, he takes a careful approach, seeking to understand the underlying issues causing delays. This might involve addressing unresolved issues or exploring the reasons behind a team member’s decreased efficiency.
Being strict is being unreasonable; being assertive means trying to get everyone on the same page and getting everyone to understand the importance of their task. -Navneet
In such cases, he emphasizes the need to be assertive while maintaining a calm demeanor. To address this challenge, Navneet believes in effective communication. He emphasizes the importance of clearly explaining why a task needs to be completed and the significance of the deadline. By conveying the reasons behind the plan, he encourages team members to align their efforts with the broader objectives.

Identifying and Rectifying Communication Breakdowns

One of the most significant lessons Navneet learned as a manager is the importance of effective communication. 
Communication is not just limited to delivering your message to the team; it also has other important aspects.  Navneet
He believes that communication extends beyond simply conveying messages to the team; it encompasses aspects like managing internal team communication, ensuring every team member has all the information needed, and fostering an environment where team members can freely express their ideas and concerns.
I failed in effectively communicating my expectations from the development team. -Navneet
Navneet shared a specific instance where a communication breakdown led to a major setback. While developing a feature for the product, miscommunication with the team resulted in delays and a lack of progress. Recognizing the issue through open communication within the team, Navneet understood the need to enhance his communication methods. To become a more effective communicator, Navneet took proactive steps. He emphasizes the importance of seeking input from his team, avoiding one-sided decisions, and soliciting feedback to ensure team camaraderie. Navneet also believes in addressing team concerns and challenges by actively engaging with team members and understanding their problem areas.

Navneet’s Holistic Approach to Successful Management

Don’t look at people as resources; always see and try to understand where they are coming from. -Navneet
Navneet’s words of wisdom for aspiring managers emphasize a human-centric approach. He believes everyone possesses positive and negative aspects, and it’s vital to consider the complete picture instead of categorizing people into predefined boxes of “effective employees” or “ineffective employees.” Navneet stresses that it is the manager’s responsibility to recognize and leverage the employees’ strengths. He suggests that when things aren’t going as planned, it’s not the team’s fault but the manager’s approach that may need adjustment. Managers are pivotal in harnessing their team’s potential and guiding them toward success.
Try to be aware of how you speak with your team members. -Navneet
Another crucial piece of advice is that managers should be mindful of their communication style. Navneet urges budding managers to be mindful of how they communicate with team members and how their words and interactions are perceived. Managers can foster a healthier and more productive work environment by being attuned to their team’s feelings and reactions. In his view, successful management goes beyond technical skills; it involves a deep understanding of human dynamics, empathy, and adaptability. By embracing these principles, aspiring managers can navigate the complex world of leadership with greater effectiveness and impact.

How Risely helps managers achieve their true potential? 

Navneet has developed his leadership style and perspective through years of experience. His journey to find the right leadership style to lead his team is commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Co-Founders and Managers like Navneet:
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments,  they learn about their  skills and abilities with detailed reports.
  • Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s  progress through resources like toolkits, samples, and assessments.
Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed! 

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7 Top Skills Every Hiring Manager Should Possess

7 Top Skills Every Hiring Manager Should Possess

In the dynamic landscape of human resources, a pivotal role often stands at the crossroads of an organization’s success—the Hiring Manager. These individuals are the architects of talent acquisition, responsible for identifying, evaluating, and selecting the individuals who drive an organization’s growth and innovation. In this blog, we’ll embark on a journey to explore the multifaceted role of Hiring Managers. We’ll delve into their responsibilities, challenges, and the skills that set them apart. Join us as we uncover the art and science of talent acquisition and discover why Hiring Managers are integral to the fabric of any thriving organization. 

What is a Hiring Manager?

A Hiring Manager is an individual within an organization who is responsible for the process of recruiting and selecting new employees. Their primary role is to identify staffing needs, define job requirements, and oversee the recruitment process to find and hire qualified candidates for various positions within the company.

Roles and Responsibilities of a Hiring Manager

  • Identifying staffing needs: The hiring manager assesses the workforce requirements of their department or team and determines the need for additional employees or replacements due to turnover.
  • Job description development: They create or update job descriptions outlining the responsibilities, qualifications, and skills required for each open position.
  • Recruitment planning: Developing a recruitment strategy, including sourcing methods, job advertising, and candidate evaluation criteria.
  • Candidate sourcing: Actively seeking and attracting potential candidates through various channels, such as job postings, employee referrals, social media, and networking.
  • Resume screening: Reviewing resumes and applications to identify candidates who meet the job requirements.
  • Interviewing: Conducting interviews to assess candidates’ qualifications, skills, experience, and cultural fit within the organization.
  • Candidate assessment: Administering skills tests, reviews, or other evaluation methods to further evaluate candidates’ suitability for the role.
  • Reference checks: Contact references candidates provide to verify their employment history and qualifications.
  • Selection and Offer: Collaborating with other team members and departments to make final hiring decisions and extending job offers to selected candidates.
  • Onboarding: Overseeing the onboarding process for new hires, which includes orientation, training, and paperwork completion.
  • Talent pipeline development: Building and maintaining relationships with potential candidates for future hiring needs, creating a talent pool.
Hiring Managers are critical to the success of an organization, as they are responsible for bringing in the talent necessary to achieve business objectives. 

Hiring Manager vs. Recruiter

Hiring Manager and Recruiter are two distinct roles within an organization’s hiring process, each with its own set of responsibilities and focus. Here are the key differences between a Hiring Manager and a Recruiter:

Role and Responsibilities

  • Hiring Manager: A department head or team leader is typically responsible for identifying staffing needs within their department or team. They define job requirements, make final hiring decisions, and oversee the integration of new hires into their team. They focus on finding the right candidate to fill specific roles within their department or team.
  • Recruiter: A Recruiter is a dedicated HR professional or a specialist whose primary responsibility is to source, screen, and engage candidates for various open positions within the organization. Recruiters work across different departments and teams to identify and attract potential candidates who match the organization’s requirements.

Decision-making authority

  • Hiring Manager: They have the ultimate decision-making authority when selecting candidates. They make the final hiring decisions and determine which candidates best fit their department’s or team’s needs.
  • Recruiter: Recruiters do not have the final say in hiring decisions. While they play a critical role in identifying and assessing candidates, the ultimate decision rests with the Hiring Manager. Recruiters present candidates to Hiring Managers for their consideration.

Job description and requirements

  • Hiring Manager: They are responsible for creating or updating job descriptions and specifying the qualifications, skills, and experience needed for the positions they are hiring for.
  • Recruiter: Recruiters work closely with Hiring Managers to understand their requirements and create job postings based on the Hiring Manager’s specifications.

Candidate engagement

  • Hiring Manager: While managers may participate in interviews and interact with candidates, their primary focus is evaluating candidates’ fit within their department or team. They are less involved in the initial stages of candidate engagement.
  • Recruiter: Recruiters are responsible for engaging candidates throughout the entire recruitment process. They actively source candidates, conduct initial screenings, schedule interviews, and communicate with candidates.

Focus and expertise

  • Hiring Manager: They are subject matter experts in their respective departments or teams. They have in-depth knowledge of the roles they are hiring for and understand the required skills and qualifications.
  • Recruiter: They specialize in talent acquisition and are skilled in sourcing, screening, and assessing candidates across various roles and departments. They may not have the same level of expertise in specific job functions as Hiring Managers.
Hiring Managers and Recruiters have complementary roles in the hiring process. Hiring Managers focus on defining job requirements, making final hiring decisions, and managing the performance of their teams, while Recruiters specialize in candidate sourcing, screening, and engagement. Effective collaboration between both is crucial for successful talent acquisition within an organization.

7 Skills needed to become a Hiring Manager 

Becoming a successful Hiring Manager requires diverse skills to identify, select, and onboard qualified candidates effectively. Here are the essential skills needed to excel in this role:
  • Communication skills: Clear and effective communication is crucial for conveying job requirements, providing feedback to candidates, and collaborating with team members. For example, Conducting structured interviews, clearly articulating job expectations, and providing timely and constructive feedback to candidates.
  • Interpersonal skills: Building rapport with candidates, colleagues, and team members is essential for establishing trust and fostering positive relationships. For example, Developing a connection with candidates during interviews, collaborating with colleagues to define job requirements, and maintaining good working relationships with team members.
  • Decision-making skills: Making informed and timely hiring decisions based on a candidate’s qualifications, skills, and fit with the organization. For example, analyze candidate resumes, interview responses, and assessments to make data-driven hiring decisions and select the most suitable candidate for a role.
  • Problem-solving skills: Identifying and addressing challenges and obstacles in the hiring process, such as sourcing difficulties or candidate objections. For example, Developing creative solutions to attract hard-to-find candidates, addressing complaints or concerns raised by candidates, and adapting the recruitment strategy as needed.
  • Time management: Efficiently managing time to balance multiple job openings, interviews, and administrative tasks. For example, Creating and adhering to interview schedules, prioritizing tasks based on urgency, and maintaining a structured approach to recruitment timelines.
  • Negotiation skills: Negotiating employment terms, offers, and salary packages with candidates. For example, Effectively negotiating offer details, such as salary, benefits, and start dates, to reach mutually beneficial agreements with candidates.
  • Emotional intelligence: Recognizing and understanding candidates’ emotions, perspectives, and concerns during the hiring process. For example, Demonstrating empathy and active listening during candidate interactions, addressing candidate concerns with sensitivity, and ensuring a positive candidate experience.
Developing and honing these skills will enable a Hiring Manager to excel in recruiting and selecting top talent, contributing to the organization’s success in building a skilled and motivated workforce.

Best practices to develop the skills needed by Hiring Manager

Developing the skills needed by a Hiring Manager is an ongoing process involving formal training, practical experience, and continuous learning. Some best practices to help you develop and refine the skills required for success in this role:
  • Education and training: Consider pursuing formal education in human resources, organizational psychology, or a related field. This can provide a strong foundation in HR principles and practices. Attend workshops, seminars, and conferences focused on HR and talent acquisition to stay updated on industry trends and best practices.
  • On-the-job experience: Gain hands-on experience in HR and recruitment by starting with entry-level HR roles or recruitment coordinator positions. Seek opportunities to participate in recruitment activities, such as resume screening, interviewing, and candidate assessment, to build practical skills.
  • Mentorship and networking: Seek mentorship from experienced HR professionals who can provide guidance, share insights, and help you navigate challenges—network with peers in the HR and recruitment field to exchange knowledge, ideas, and best practices.
  • Skill-specific training: Identify specific skills you want to develop, such as interview techniques, negotiation skills, or data analysis, and seek targeted training or workshops in those areas.
  • Leadership development: Attend leadership development programs to enhance your leadership and management skills, as Hiring Managers often lead recruitment teams.
  • Utilize technology: Embrace HR software and recruitment tools to streamline processes, analyze data, and improve efficiency in hiring practices.
Remember that skills development is an ongoing journey, and remaining open to new ideas and approaches is essential. Continuously seeking opportunities for growth and learning will help you become a highly effective Hiring Manager.

Conclusion

As we conclude our blog on Hiring Managers, it becomes evident that they are the unsung heroes of an organization’s success. They are the architects of talent acquisition, the guardians of culture, and the growth catalysts. In their hands lies the power to shape the organization’s future by selecting the individuals who will drive it forward. Hiring Managers are more than just interviewers; they are strategists who align recruitment efforts with the company’s vision and leaders who inspire and guide their teams to excellence. They possess a unique blend of skills, from communication and empathy to data analysis and decision-making, making them indispensable assets in human resources.

Elevate your hiring skills!

Calling all Hiring Managers to take free assertive communication assessment. Enhance your ability to lead interviews and build winning teams today!


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