How trained managers improve business performance
Patrick Woodman examines how professional accreditation can improve business performance at work
The service company Serco recently won a contract to set up new correctional and detention facilities for the Australian government. The company had to send UK-based staff to Australia to set things up, but none of them had permits to work there; as a result, it looked as if the operation would be held up by lengthy visa battles.
Then the Australian High Commission found out that the staff who were coming over had Level 5 management qualifications and held Chartered Manager status. Within just 24 hours, the logjam was broken and all had full working visas. Having professional management qualifications doesn’t just open doors, it seems; it even opens borders.
This is just one story from a recent Chartered Management Institute (CMI) report, which explored the difference between professional managers and ‘accidental’ managers who are promoted just because they have good technical skills.
Here, quickly, are some other take-aways.
1. Proof that you’ve got trained managers shows you’re serious
Across Britain, it’s estimated that more than four million people are line managers, yet only a tiny proportion have any formal qualifications for the role.
To set your organisation apart in a competitive world, it helps if your managers can show excellence in management and leadership. “It’s extremely useful in terms of being competitive in a crowded market,” says Beverly Landais, marketing and business development director at the wealth management firm, Saunderson House.
It’s also super important when you’re dealing with very large projects, says Alan Miller, director of Liquate. “When a lot of money is involved, people can be nervous about who they put in charge”. Knowing that a supplier invests in its managers conveys seriousness and offers reassurance that the job will be done properly.
2. Having a management accreditation will boost your managers’ confidence
Michael Brearey started life at RDF Building Services as a labourer; now he’s taking over as managing director. “The chairman must have seen something in me,” he smiles. Becoming a Chartered manager was integral to his journey. People inside and outside of my organisation recognise the accreditation. Once you’ve done it, you get a little bit more respect from your peers. Workmates respond to me differently since I did Chartered Manager.”
According to the latest CMI research, 90 per cent of Chartered Managers say that the accreditation has improved their self-confidence. Every organisation is looking for a competitive edge; having self-confident managers could do just that.
3. Chartered managers add financial value
As a whole, the UK economy suffers from low productivity. Among organisations that employ Chartered Managers, the picture is very different. Their estimated average added value to their organisations was worth £391,443, achieved by contributions to new product development, better people management, exceeding targets, improving operations and making significant savings.
4. They - and your organisation - will perform better
‘Accidental’ managers – people who’ve fallen into management roles without any training – are common across business. Despite their best efforts, without the training and skills to manage people effectively, they can create major headaches. No wonder some 43 per cent of all line managers are rated as ineffective.
However, 78 per cent of managers say that gaining the Chartered accreditation has resulted in increasing their performance at work; 96 per cent say it’s proof of their experience of leading people and managing change.
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