The Leadership Game: Training New Managers for Success
by Louise Dunn
Say you decide to play a game with a group of friends that you have never played (e.g., cards, video game, board game, etc.). What do your friends do?

  1. They tell you it is easy to pick up, so just play along.
  2. They tell you the rules and start the game.
  3. They do a few “dry runs” and teach you how to play as you go along.

If they are true friends, they do a few dry runs, explaining the rules and the best tactics before starting an official game. But what does this have to do with leadership training?

Think about the last time you or someone in your salon was promoted to a lead, assistant manager or manager position. Was it more of a “tag, you’re it” situation, or did someone explain the role and key skills required for the success of the newly promoted individual and the future of business? Let’s answer the basic questions of why, what, how and when.

Why?
Why train a new manager? After all, they already know their “stuff,” otherwise they never would have been promoted in the first place…right? It is one thing to be the best bather or receptionist; it is another thing to know how to manage processes and lead the team.

New managers are in the process of changing from being a team member (an individual contributing to the goals set forth by the owner) to being a leader responsible for delegating, giving feedback, managing performance, solving conflict and a whole host of other responsibilities. A different skillset is needed—some of which they may still need to gain.

Team members are also in the process of change; changing from viewing the person as one of “us” to one of “them”—one who has the power to make or break the team. We have all heard the saying that an employee doesn’t leave a job; they leave a manager. Surveys say that over 57% of employees quit because of a manager, and another 32% seriously consider quitting because of their manager.1

With all the talk about employee turnover, quiet quitting, difficulties attracting new hires and problem managers, it is easy to see why a new manager must be trained. Training by trial and error (i.e., the game is easy; just jump in and play along) may not be the best method and can set the new manager up to fail.

What?
What are the training topics for a new manager? A number of skills are needed in the manager’s toolbox, with some being used every day and others for special occasions. But what occasions are “special?” It depends on the business; therefore, preparing the manager to excel is critical because you never know when you will have a “special” day.

In addition the obvious skills that managers must possess (i.e., delegation, prioritizing tasks, giving feedback, resolving conflict, managing employee performance, setting goals, etc.), the following skills are also needed:

  • Understanding the laws, regulations and rules
  • Recognizing what motivates people
  • Familiarity with the employee handbook
  • Communication and interpersonal skills
  • Understanding learning styles
  • Creating psychological safety

The list may seem daunting, but with an organized plan, the new manager can be adequately prepared to deal with what comes along during their time on the floor.

How?
So how do you do the training? Handling the entire list during the first few days of promotion can be challenging. However, having an organized system for training and referencing resources will go a long way.

Consider using the following to train a new manager (and anyone on the management team, for that matter):

  • Manager’s Handbook: Just like you have an employee handbook, a manager’s handbook can provide resources, templates for documents and “how-to” instructions.
  • Monthly Check-Ins: Discuss issues and talk about best practices.
  • Daily Huddle: Get management on the same page for appointments, special situations, etc.
  • Debriefing Sessions: After one of those “special” situations, sit down and debrief—talk about what worked well, what didn’t and what to do in the future.
  • Mentorship: Be it with an experienced manager on the team or someone outside the salon, they should have someone to turn to who understands their role.
  • Classroom & eLearning: Take advantage of conferences, webinars and other industry resources.
  • Upside-Down Training: Start with a scenario and work through how to apply knowledge and make decisions.

Remember, people learn in different ways, and your manager is no different. For some, reading pages in a handbook is not the best method, and perhaps a case study would be better. For others, they may prefer to read the information first. Take the time to find out the new manager’s learning style before you start the actual training session.

When?
This last question is two-fold: when to conduct the training and when to hold the new manager accountable. The answer is more complicated than saying the first week, every month or once a year. Training should be fluid; always happening when the situation calls for it. Any manager must keep abreast of new information, strive to build resilience and agility, and work at being a good listener and strategic thinker. This can’t occur at a yearly meeting.

The goal is to deliver the right training at the right time. For example, the new manager is faced with an employee problem. Conducting a quick five-minute session is valuable when it targets the issue at hand, therefore enhancing learning and building skills much quicker than a session on the topic five months from now. However, there is a benefit to training on issues and then getting into the details when the situation calls for it.

All of this training culminates in being held accountable. Training lets the manager know expectations for job performance. They understand their role and duties, and they know how they will be evaluated. You can’t promote someone, not train them, and then penalize them for not performing well.

This brings us back to playing that new game with friends. If your friends fail to teach you the game, you may become frustrated, give up and quit, or maybe get kicked off the team if you lose too many times. But if you were taught the rules and techniques of the game, apply what you learned and strive to score higher in the next round, you’ll experience personal and team success. The same goes for the game of business. A well-trained manager is necessary for business, personal and team success.

References
  1. Miles, M. (2022, August) Five must-haves for a new manager training program. BetterUp. https://www.betterup.com/blog/new-manager-training
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