Developing Effective Managers: Why Training Needs to Go Beyond Technical Skills

Strong leadership can have a significant impact on employee engagement, wellbeing and business performance. However, one of the challenges many organisations face is ensuring that individuals promoted into management positions have the skills and support needed to succeed in their new role.

At a recent HR Breakfast discussion, the topic of management training generated considerable debate, with HR professionals sharing their experiences of developing managers and the qualities that contribute to effective leadership in today’s workplace.

Why Being a Top Performer Does Not Always Make a Great Manager

Many organisations promote individuals into management roles because they excel in their current position. While strong technical skills and high performance are valuable attributes, they do not automatically translate into effective people management.

Managing a team requires a different set of skills, including communication, emotional intelligence, decision-making and the ability to motivate and support others. Focusing solely on an individual’s performance can sometimes result in promotions that overlook whether they are suited to the responsibilities of leadership.

Employers should therefore consider not only what an individual has achieved in their role but also whether they have the capabilities and potential to manage people successfully.

The Importance of Kindness in Management

Kindness was identified as an increasingly important aspect of effective leadership.

While managers are often expected to drive performance and deliver results, the way they interact with employees can have a significant impact on workplace culture and employee wellbeing. Demonstrating empathy, respect and understanding can help build trust and encourage open communication within teams.

Providing training on kindness at work can help managers develop the skills needed to support employees while maintaining clear expectations and accountability.

As workplaces continue to evolve, employees are increasingly seeking leaders who can balance performance management with a genuine understanding of individual needs and circumstances.

Why Vulnerability Can Strengthen Leadership

Traditionally, managers may have felt pressure to appear confident and in control at all times. However, HR professionals discussed how showing appropriate vulnerability can often strengthen workplace relationships rather than undermine authority.

Acknowledging challenges, admitting mistakes and being open about not having all the answers can help create a culture of trust and authenticity. Employees are often more willing to engage with managers who are approachable and relatable, rather than those who appear distant or infallible.

Management training should therefore help leaders understand that vulnerability, when demonstrated appropriately, can be an important leadership strength.

Building Relationships Beyond Work Tasks

Effective management is about more than overseeing workloads and monitoring performance.

The discussion highlighted the value of non-work-related conversations in building strong relationships between managers and their teams. Taking an interest in employees as individuals can help create stronger connections, improve communication and foster a more positive working environment.

This is particularly important in hybrid and remote working environments, where opportunities for informal interaction may be more limited. Managers who make time for regular conversations that go beyond day-to-day tasks may be better placed to identify concerns, support wellbeing and maintain team cohesion.

Preparing Managers for the Reality of Leadership

One of the key themes discussed was the importance of assessing whether individuals are genuinely prepared for management responsibilities.

Organisations often focus on explaining the duties of a manager but spend less time considering whether someone is equipped to fulfil those responsibilities effectively. Leadership requires a combination of technical knowledge, interpersonal skills and emotional resilience.

Providing structured development opportunities before and after promotion can help new managers gain confidence and develop the skills required to lead successfully.

The Value of Feedback and Personality Assessments

Management development should not end once an individual has been promoted.

HR professionals shared positive experiences of receiving feedback when progressing from junior management roles into more senior leadership positions. Constructive feedback can help managers identify strengths, address development areas and adapt their leadership style as their responsibilities evolve.

The use of personality assessments was also discussed. These tools can provide useful insights into communication styles, behaviours and team dynamics. However, it was noted that they should be used carefully. Whilst personality assessments can support self-awareness and development, there is a risk that individuals become defined by labels rather than recognised for their broader capabilities and potential.

Used appropriately, these tools can form part of a wider management development programme rather than being viewed as definitive measures of suitability or performance.

Supporting Neurodiversity Through Better Management Training

Awareness of neurodiversity was recognised as an increasingly important component of management training.
Managers do not need to be experts in every aspect of neurodiversity, but they should have sufficient understanding to recognise when an employee may require additional support and know where to direct them for appropriate guidance.
Building awareness can help managers create more inclusive workplaces, improve communication and ensure employees feel supported. It can also help organisations meet their wider diversity, equity and inclusion objectives while enabling individuals to perform at their best.
As awareness of neurodiversity continues to grow, equipping managers with the knowledge and confidence to respond appropriately is becoming an essential part of effective people management.

Investing in Better Managers

Developing effective managers requires more than teaching operational processes or performance management techniques. Today’s leaders are increasingly expected to build relationships, support wellbeing, manage diverse teams and create positive workplace cultures alongside delivering business objectives.

By investing in comprehensive management training, organisations can help managers develop the confidence, skills and awareness needed to meet these expectations and lead their teams effectively.

Supporting Stronger Leadership in the Workplace

The discussion highlighted that successful management is about far more than technical competence or individual performance. The most effective managers are often those who can communicate well, build trust, demonstrate empathy and adapt their approach to meet the needs of different employees.

Every organisation relies on its managers to shape workplace culture, support employee engagement and drive performance. If management challenges are contributing to employee relations issues, grievances or workplace disputes, our Employment Team can provide practical, commercially focused legal advice. Contact us to find out how we can help.

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