Download this file

By FLORENCE STONE

There is evidence of an economic improvement. In fact, many companies have turned the curve and are even experiencing the growth they want.

Some organizations are economically better than they have been in the past 18 months yet they still aren't reaping the full benefits. Why? Early layoffs cost them the skills, ability, and knowledge they need now. There are also new processes and systems they will need to give them a competitive advantage. This is the time to invest in learning. American Management Association has undertaken research to determine those skills your executives and managers need now and in the future, like setting priorities and goals, strategy execution, leading employees, financial and project management, and traditional and digital marketing, and maximizing ROI. Besides the courses found at the AMA Website, you can review the critical skills based on research AMA commissioned, like customer focus and resilience and agility, accessible at the AMA site (www.amaseminars.org/research). These subjects may make the difference between being an also-ran and a market leader. Let's look at some of the specific areas that require mastering:

Effective communications. There is one-on-one communication, group communications, and finally companywide communications, all of which should be two-way. What you hear is as important as what you say. Listen to your employees' opinions and concerns and show a willingness to change your opinions and be open to their ideas.

Strategic development. Be clear about your organization's planned direction. Understand the corporate vision and be prepared to explain it to your employees. From a strategic perspective, operate on purpose. There should be a relationship between each task you or a staff member does and the objectives or goals of your department organization as a whole.

Staff alignment. Operationally, structure workgroups and assign leaders so staff can share their knowledge and skills with one another. From the sharing should come opportunities for learning, thereby supplementing formal training.
encourage employees to consult coworkers. Instead of providing answers, suggest your employees ask for advice from colleagues who may have had the same situation to deal with.

Empower employees. You can encourage individuals to assume more responsibility by focusing on what they do best and asking for help from them when needed. Continue to include them in all department meetings and add responsibilities slowly so as not to overwhelm them.

Planning. Be prepared to come up with contingency plans when initial action plans fail. It may be that an entire strategy will have to be changed, and modification of tactics or even the goals may not be sufficient. Throughout implementation of action plans, meet with those responsible for parts of the work not only to determine the status but also to communicate how important the plan is to support the group's goals and, in turn, support the corporate goals.

Focus on customers. Focus on their needs. When problems are determined, fix them quickly. Customers reward a speedy response with loyalty. If a problem is related to either a staff shortage or an operational need, do a cost-benefit analysis to be sure that the quality that will be achieved will have value. If so, then give your staff the skills needed to do the best quality job possible.

Done successfully, these and other behaviors can move your organization on a new track--one that positions your business for success in the post-recession economy. The support you offer in training, as well as leadership, will present to your employees a picture of a glass half-full, not half-empty, and encourage them to join you in building a winning organization.

by Florence Stone, AMA Seminars catalog "Hot Topics"