Assigning books to your managers is not a training program

I remember hearing how the CEO of a public company assigned every hiring manager the book Topgrading. She had read it over the holiday break and was convinced its techniques would fix their hiring woes. This company had no other management development program in place

Did it work? Probably not.

It’s a common mistake. Executives pretend assigning books will make their managers effective, often in lieu of a thoughtful training and development program.

Why assigning books fails to make managers effective:

• Books aren’t specific enough to the manager’s context. For example, Topgrading offers a compelling process for hiring executives. But is the recommended multihour work history interview relevant for hiring an entry-level customer care associate? How do managers adapt these recommendations to their specific jobs? Managing is highly context-dependent.
• Books don’t fit how managers become effective. Managers learn through daily practice of their craft. Reflection, coaching, in-the-moment troubleshooting, learning from peers, and ongoing support can speed up their development. Books can encourage reflection and sometimes troubleshooting, but they're only a piece of the puzzle.
• Many managers simply won’t read the book or will do so grudgingly. Managers are already overstretched. Many don’t like reading books. And now you are forcing them to spend 5–10 hours reading some book? It’s a slap in the face. It would be better to pick a relevant chapter or take the time to write a one-page synopsis of the relevant points. And, more importantly, create a thoughtful ongoing development program.

Don’t get me wrong. I love books. I even suggest (not assign) them to my team! But they’re a supplement, not the centerpiece of thoughtful manager development.

What do you think? How have books helped (or not helped) you or your managers develop?

Want to develop great managers at your company? Learn about Jhana and request a demo at www.jhana.com.