Management Challenge

Do you or the people in your organization struggle with any of these talent management challenges?

  • Navigating difficult conversations with direct reports on potentially uncomfortable topics
  • Facilitating effective coaching conversations based on identified needs and goals
  • Developing and deepening relationships through coaching
  • Engaging, influencing and motivating people with differing perspectives, preferences, and communication styles
  • Creating collaborative solutions within a competitive environment
Join us at 1:30 pm EST on August 28th or September 5th for a 50 minute webinar and experience exactly how Management Challenge delivers a vivid talent management learning experience that parallels the real-life challenges faced by every manager you know.


Now You CAN Have It Both Ways!

Back in 2010, David Milliken and I engaged in a spirited debate here in this blog. We explored whether skill practice through eSimulations was as effective as live role-play in a classroom.

As a quick recap, I argued that there are important aspects of live role-play that could not be replicated in an eSimulation. These include live coaching on non-verbal aspects of the learner’s delivery such as voice-tone, pace and body language.

David, on the other hand, correctly pointed out some of the problems with live role-plays that eSimulations address better. These include the challenges of extreme variability in the delivery of the “other player,” such as people “playing extreme hard-ball,” or just not taking their role seriously and thus depriving the learner of a real opportunity to practice the skills.

So today, I am calling a truce with my old friend David Milliken. What if you could have a role-play with the consistency of experience of a well-designed eSimulation… without sacrificing the individualized feedback and coaching of a live classroom?

Today we are proud to present a solution that does exactly that. Introducing Management Challenge™.

Management Challenge™ delivers a vivid learning experience that parallels the real experiences faced by every manager you know. Working as a table team, your learners are quickly drawn into a computer-based simulation in which they must run a fictional organization for three consecutive quarters.

Along the way they face realistic challenges such as:

  • How do I allocate my resources most effectively across multiple projects?
  • How do I increase employee engagement?
  • How do I handle conflict among coworkers?
  • How do I develop my people – both through assignments and through coaching?

Here’s how it works. Learners rotate turns in the role of a Director, a Senior Manager, and a Manager in the fictional organization. When acting as Director, they will delegate actual projects to the team. As Senior Manager, they must assign resources and plan for how the work will get done. And as Managers, they must assign virtual employees to the projects while managing and motivating them. The decisions they make impact not only the performance of the organization over time, but also the opportunities and challenges they as a team will face later in the simulation. And of course, they are competing with the teams at other tables for the best business results at the end of the year. So energy and engagement are high!

Okay, so what about that “you can have it both ways” role-play? Management effectiveness is just as much about communication as it is about decision-making. So throughout the simulation, Managers are faced with situations in which they must meet with individual employees. This is where the magic blend happens.

The virtual employees are presented in video clips. This ensures a consistent delivery, and that core concepts are addressed, thus leveraging an advantage of typical eSimulations.

But what makes this design so effective is that the role player monitors the dialogue and selects the next response for the virtual employee based on what the Manager says – thus ensuring the most realistic dialogue possible. And here is where the benefits of live role-play kick in. The Senior Manager takes coaching notes to provide feedback not only on what was said by the Manager, but also how it was delivered. Some teams even opt to provide real-time feedback during the dialogue to allow the Manager to make on-the-spot adjustments and rapid improvements.

What do learners think of this approach? Well, to be honest, at first they react like learners do whenever they hear the words role-play or skill-practice – they groan! But, after the first round of practice they become immediately immersed in the low-risk environment, and they recognize the real opportunity to improve. Frankly, they can’t get enough.

Now, the blended role-play is just one of the unique and innovative aspects behind the highly engaging and powerful learning experience of Management Challenge™. We’d love to show you more.

Contact us today and arrange for an online demonstration of Management Challenge™ and we’ll show you how it can be tailored for your unique needs.

Top 5 Mistakes Managers Make: Misunderstanding Motivation

Management Challenge Program Designer Kate McLagan is penning our latest blog series “Top 5 Mistakes Managers Make”. Over the next five weeks, Kate will explore these critical mistakes that managers make in their relationships with their direct reports. Read on for Part 5: Misunderstanding Motivation. Click here to read Part 4: Failing to Delegate.

Manager Mistake #5: Misunderstanding Motivation

The workplace today is a very complex social system, and motivating people to do their best work consistently is an enduring management challenge. Managers often find employee motivation to be something of a mystery. Motivation comes from wanting to do something of one’s own free will. Employees don’t engage when they are being over-managed or controlled, so strong-armed attempts (however well-intended) to force employees to be motivated will fail. Employees are motivated by intrinsic factors such as interesting work, challenges, and increased responsibility. For example, when managers provide interesting work, it brings out the employee’s energy and willingness to complete their task. They get excited about the work ahead and thus feel motivated. In today’s workplace, the focus on motivation largely remains on external motivators, i.e. the “carrot-and-stick” approach. With the “carrot” being a paycheck and the “stick” being a threat, these extrinsic factors do not motivate employees from within.

It is important to note that motivation is at the very heart of performance management. People want to “understand the game”, develop skills, and accomplish personal goals. Your expectations of people and their expectations of themselves are the factors that result in positive employee performance and motivations. Interestingly, the techniques that have the greatest motivational impact are practiced the least. If provided the proper environment as well as feedback and coaching, they will engage with their own internal motivators. You will never have employees treat customers better than they are being treated themselves.

Avoid This Mistake:

  • Provide opportunities for the employee to experience increasingly challenging assignments (ensuring he/she succeeds at each level before moving forward)
  • Conduct one-to-one feedback & coaching with the employee emphasizing what they do well vs focusing on their weaknesses
  • Provide developmental opportunities that reflect what the employee is interested in learning
  • Project your sincere commitment to the employee’s success and ongoing development tied to the purpose/mission of your organization

Top 5 Mistakes Managers Make: Failing to Delegate

Management Challenge Program Designer Kate McLagan is penning our latest blog series “Top 5 Mistakes Managers Make”. Over the next five weeks, Kate will explore these critical mistakes that managers make in their relationships with their direct reports. Read on for Part 4: Failing to Delegate.

Manager Mistake #4: Failing to Delegate

With today’s emphasis on teamwork, the ability to delegate is critical to the team’s success. Delegation is not task assignment or “dumping”; it involves giving someone the responsibility and authority to do something that is normally part of the manager’s job. Effective delegation requires good communication, clear expectations and goals, and working with the employee to help develop the skills needed to get the job done.

Managers frequently complain that they have too much to do and too little time in which to do it. If not checked, this feeling leads to stress and managerial ineffectiveness. In many cases due to this stress, managers resort to micromanaging. Delegation is not task assignment and it is not “dumping”. Delegating is the ability to know what a person can successfully do next, and is a powerful avenue for developing your employees. Effective delegation cannot occur without a full understanding of responsibility, accountability, and authority. A good delegator establishes with the person what should be done, and lets the individual figure out how it can best be accomplished while setting up the necessary controls to allow for errors and mistakes.

Mastering the art of delegation makes you a much more effective manager, and by matching assignments to an employee’s skills, abilities, and talents, it can be highly motivating. Delegating provides professional growth, personal satisfaction and a sense of accomplishment – all leading to increased commitment and morale.

Avoid This Mistake:

  • Delegate responsibility, not work
  • Give employees opportunities to be involved and provide input in decision making
  • Ask questions such as: “Any ideas as to how you’ll proceed?”
  • Establish routine checkups – in advance

Top 5 Mistakes Managers Make: Failing to Make Time For a Team

Management Challenge Program Designer Kate McLagan is penning our latest blog series “Top 5 Mistakes Managers Make”. Over the next five weeks, Kate will explore these critical mistakes that managers make in their relationships with their direct reports. Read on for Part 3: Failing to Make Time for Team. Click here to read Mistake #2.

Manager Mistake #3: Failing to Make Time For a Team

Most of us grew up with the paradigm that being a manager is about operations, programs and productivity. Managers are constantly pressed for time budgeting, planning, meetings, focusing on results and the countless other things that crowd their daily calendars. As a result, most managers underinvest in one-on-one time or coaching with employees. And in the limited time they do dedicate to coaching, managers often micromanage employees, telling them exactly what to do and how to do it. As Stephen Covey wrote: “Most organizations are over-managed and under-led.”

Managing and coaching are two very different activities. Managing is all about telling, directing, authority, addressing immediate needs, and reaching a specific outcome. Coaching involves exploring, facilitating, partnership, long-term improvement, and many possible outcomes. In business, we have to be both coaches and managers. Where’s the majority of your time spent? Chances are that each of your direct reports could benefit from your coaching in some way. Employees whose managers spend time coaching express more satisfaction and commitment because the coaching skill is focused on the talent of the person, and not on the production of the job.

Avoid This Mistake:

  • Make yourself accessible and available
  • Guide, inspire, recognize and praise on a regular and frequent basis
  • Hold morale building meetings around a milestone or things that make you successful
  • Involve employees, solicit their opinions, and explore individual needs and drivers