Development of Competencies Applied to Efficiency in the Management of People and Tasks

STUDY PLAN

We seek a radical transformation of the concept and functions of traditional middle management, both in its training (which is minimal) and in accordance with new times (breaking with traditional training that is becoming outdated due to the technological, social, demographic, and economic changes we are experiencing at high speed). The goal is for them to acquire a set of skills that are usually seen separately and that often fail to fulfill their purpose of strengthening the person receiving them, either because they are taken in isolation from a context or because their practical application is not successfully conveyed.

In fact, there is an abundance of training for the so-called “core” activities that middle managers perform, but, apparently, there is much less success with “soft skills,” which, as we know, have nothing soft about them and are at the heart of a management skills system. And this is very evident in practice, and in the daily execution of functions.

All hierarchical levels of an organization have their own problems and respond to diverse interests, both individual and organizational. However, middle management, or the so-called bosses, supervisors, and team leaders, play a role within complex configurations: they are the link between the levels where organizational strategy is developed and the levels where that strategy is executed.

Their importance is such that, for example, any organizational change, no matter how insignificant it may seem globally, must involve middle management as agents of change, given that they are vital communication channels.

In light of all this, the need to implement organizational interventions to address these roles and strengthen them is raised:

• Middle management used to be a peer, now it’s a boss: there needs to be a message of development and internal growth opportunities, which is correct and recommended. Middle managers can come from the teams they will later supervise and manage. They have the complicated task of legitimizing their role, not only with their (now) collaborators but also with their peers and the organization’s managerial levels.
• They are good technicians, but leaders in development: middle managers in general have been promoted due to factors such as technical knowledge and experience, seniority, compliance, and loyalty, but these are not necessarily the factors that should have been used for a correct analysis: their ability to manage teams in a different role, confront and resolve conflicts, plan the work of others, and have frank and clear conversations about the performance of those who were once peers and even coworkers.
• Complicated role: hinges: they know better than most what employees want, as they have direct contact with the team and each of its members, and they deeply understand the daily routines of work. At the same time, they must align with general directives and are often messengers of these. In many cases, they are equated with their team, but they have the responsibility for execution and compliance with that set of tasks.
• Middle management or “half management”: based on the experience developed, there are middle managers who are almost “general managers” within their scope of action, even people who hold these positions but are nothing more than “lukewarm technical supervisors” of a job they must ensure gets done. In many cases, they don’t participate in or influence decisions regarding the employees under their charge: we refer to everything from participating in selection processes to defining sanctions or recognition.
• Autonomy or dependency: in many organizations, this is a role confirmed as the occupant performs it, depending on their own style and the needs and characteristics of the team and organization. This is why there are often lines of authority that are not clearly defined, nor are the margins of autonomy. Generally, this will depend on the speed or flexibility of the hierarchical structure, but it’s very likely to state that what is expected of them is not always sufficiently clear and explicit.
• A reference for human capital: they are generally the ones who implement the direct human capital policies designed and validated at the managerial level. This often puts them in somewhat uncomfortable positions: they didn’t decide on or participate in the design of the policy, but they must directly ensure its application.

Work Plan | Focus of Each Class

There are many factors that contribute to a company achieving the best results or failing, and one essential factor is having good leaders who know how to manage effectively and are responsible for achieving the goals. And for that, it is not enough to just be liked by employees. It is a more complex issue and involves the “shaping” of leadership. As everything—especially in these times—requires and demands increasingly less improvisation, which must necessarily give way to greater doses of training and systematization of knowledge, not only technical but also accompanied by management and overall leadership skills.

A boss, a supervisor, and a middle manager must then possess a set of skills to lead successfully within a company:

People, as important as results:

Achieving good economic results seems to be the starting point; however, obtaining economic benefits is taken for granted and is not enough. Results keep the manager and middle manager in position, but only temporarily. These must be combined with the ability to manage and lead people, both employees and clients. If they don’t score highly in that second element, the equation won’t work. In this last point, it is essential to know where to place each person, get the team mix right, and supervise the fit of the staff, among other important elements.

Knowing how to motivate:

Indeed, people’s satisfaction is a relevant issue within a company’s structure. In fact, according to a study by the consulting firm Willis Towers Watson, satisfied employees are 31% more efficient in their tasks.

The desired attitudes are related to human qualities, which can be summarized in a triangle: good bosses define focus (“a leader must set goals and give meaning to the work being done”), they are able to develop internal talent, and at the third vertex, “they make you feel important.” In the center of that triangle, according to Jericó, they lead by example.

Talent, yes, but updated:

There are several key behaviors for this. The first is consistency between what they say to their team and employees, their goals and decisions, and being ambitious to achieve the company’s objectives and the priorities set for them.

It is necessary to consider the natural talent a good middle manager should have, which should not lead to complacency, and where it is important to update their knowledge regularly. It is always advisable to train, learn, develop new skills, and even discover how to exploit their potential more effectively.

Balance between deciding and trusting the team:

They know how to work in teams, support, and have the best in each area, which is another recognized skill. Leadership is no longer synonymous with authority or hierarchy. Organizations are becoming increasingly horizontal, with the leader alongside the team, leading by example. But it would be of no use to surround ourselves with good professionals if the boss doesn’t know how to delegate, and for that, it’s essential to have a team we trust.

Teams are crucial for middle management roles, however, when at the top, leadership becomes individual: here, what matters is decision-making and doing it correctly. It’s worth mentioning a quote from the great business theorist Peter Drucker: “You are not paid for being smart, but for being right.”

Conflict management:

The closer this person is to the day-to-day business, to generating results, to hiring, to conflicts, the more important it is that they possess the core business competencies to achieve economic results, along with those related to people.

Being able to manage conflicts—”or better yet, knowing how to prevent them from arising”—and, very importantly, encouraging and correcting others. For this, it is essential that the boss demonstrates effort as much as anyone else. We are talking about being motivated and transmitting that motivation, that is, focusing on making things happen.

In fact, inspiring trust and responsibility in their commitments are the foundation of the social values recognized in a leader, emphasizing the importance of internal harmony and peace of mind.

Knowing how to communicate:

Being an excellent communicator also seems to be a key skill. No one disputes that poor communication costs money, as what is not communicated does not exist. This ability is vital within a company if we want to convey messages or directives to our collaborators in an understandable way and generate an appropriate communication flow among members of our organization. Keeping the team informed about important decisions, changes, or inviting them to share opinions is essential to foster a good work environment.

Alongside this skill, many experts mention oratory, which is especially important in large organizations with public exposure. The key lies in the ability to persuade the recipient with their speech.

Innovating:

Likewise, a good boss seeks to anticipate by being innovative in every decision. Thinking innovatively is a quality no one can do without, especially those making important decisions.

Sticking to conservative measures doesn’t require the leadership ability shown by a good middle manager, who is willing to take a measured risk in the face of an apparent lack of traditional alternatives. These may arise from problems that hadn’t been encountered before or because, even if they previously existed, they resurface with special importance, requiring a new approach.

In the search for those novel alternatives, the main difficulty lies in combining creative reasons with strictly logical ones.

Having intuition and applying it in decision-making:

Sometimes, we call it business instinct, but it is nothing more than being guided by intuition, based on acquired experience. Neuroscientist Gerd Gigerenzer recently explained that “intuitions are shortcuts through which the brain decides faster and more accurately. If you wait until everything is figured out, you may end up making the best decision when it’s already too late.”

In fact, some neuroscience studies have shown that during the process of strategic decision-making by executives, brain activity concentrates in areas linked to social and emotional thinking, that is, intuition, rather than in the prefrontal cortex, responsible for logic.

Negotiation skills:

This is a skill necessary for all aspects of our life, and where intuition often plays a major role. However, in the business realm, it may become even more crucial to achieve the company’s set objectives. It is a process that, as such, requires prior planning, development, and results that are not only logical but also have the capacity to leave doors open for the next negotiation, where everyone who has participated does not feel a sense of “defeat” but instead that they have been part of building a solution. This ensures that the negotiated commitments are executed as they should. Sometimes, those who study negotiation and those who teach it focus too much on the rituals and too little on the aspects that lead to achieving accurate and effective results, both materially and in the development of relational assets.

CLASS PLAN

1. The new role of middle management – Introductory Module.
2. Conflict management and analysis – Module I.
3. Conflict negotiation – Module II.
4. Managing difficult people – Module III.
5. New generations, interests, objectives, and management – Module IV.
6. Development of effective communication – Module V.
7. Time management and use – Module VI.
8. Effective generation of work meetings and team meetings – Module VII.
9. Leadership management – Module VIII.
10. Development of strategic thinking – Module IX.
11. Management Indicators – Module X.

¿Who is it aimed at?

It is aimed at all those who need to develop their abilities for leadership and task organization, who occupy intermediate positions within companies or organizations, regardless of their size. The goal is to deepen the training and updating of middle managers, executives, and supervisory staff.

Methodology

The methodology starts from a fundamental premise: there are few people who cannot be developed for certain functions if the right tools are used, placed in a specific order that leads to the progressiveness and understanding of tasks. Of course, there are some exceptions: there are individuals who do not have the basic conditions to develop what has been mentioned or who are not fit to do so under certain circumstances, and we also include those who simply do not want to. However, these are precisely exceptions to the general principle: some people have natural abilities that can be developed more easily, while others develop them through learning and practice. Regardless of the condition, a structured training with a “progressive chaining” of the knowledge to be imparted, using the individual’s previous experiences as a foundation, generally results in a very good and, in some cases, extraordinary outcome.

It involves applying a fundamentally participatory methodology, with a 360-degree vision, strongly participatory, combining presentations with the participation of attendees (their experience, reflections, observations, and problems they have encountered), prioritizing individual and group reflection. The presentation of topics will be supported by practical cases, examples, and a strong multimedia presence.

Additionally, it will be developed through:

• To know, understand, and apply the tools to carry out the function of leading personnel aligned with group and institutional objectives.
• To apply these tools through group techniques, games, individual and group exercises, and case analysis.
• Techniques for leading work teams, projects, and/or specific missions.
• Practices of effective delegation principles.
• Motivation of work teams (teamwork).
• Task planning and management of human and economic resources.
• Exercises in decision-making processes.
• Improvement of communication in general, with superiors, peers, and subordinates.
• Key elements for effective supervision.
• Development and understanding of the main Management Indicators.

Additional tools:

Each course is composed of concrete tools that the participant will find applicable to their reality from the very beginning.

We provide a series of deepening resources (Ted Talks, articles, worksheets, and videos) so that the participant can expand their resource base for each topic covered in the classes.