Management Development creates skills in building higher "performance" from each individual on the team. Many managers have been promoted due to their extensive technical or business knowledge. Rather than focus on the operational side of the role, we focus on the leadership style and skills required to improve performance.

Highly refined expertise in communication and talent development is a critical element of leadership. Team-building that involves the staffing and mobilising of talented mangers is a priority. The development of skills to recognise individual talents and weaknesses is coupled with a program to develop strengths in staff while helping them manage their limitations. Managers must learn how to shift their "style" of managing to create opportunities for individual and team development.

With new or entry level managers this can be: helping them to learn their role in training staff; setting goals; monitoring performance; providing effective feedback; coaching people to success; establishing both short and long term rewards for each person on their team.

Senior managers lead continuous improvement and need to empower their managers and staff to have increasing ownership of their roles within the organisation while maintaining tight controls over the quality of work. Learning to "train their trainers" and help them manage change with their teams is often a focus of our programs.

Job satisfaction and performance increase dramatically when employees have someone who cares and invests in their growth.

We work with managers to identify their own talents for managing people (leadership strengths). We help managers identify the talents that they seek for each role reporting to them, and then identify their team members' talents and realign accordingly. We then provide them with the tools to create a "coaching" relationship with the people they lead. We address theses questions:

How do I start this relationship without sacrificing operational performance?

How do I monitor, recognise and reward individual development?

When a workplace is high in talent, employees and managers have a relationship where realistic expectations are set and communicated and recognition and reward are generously distributed.

The skill and art of delegation requires planning, preparation, communication and support. "Do it yourself if you want it done right" is the sign of a poor manager who is not developing his or her team.

Top managers use key principles to delegate. They are:

• A bias for action
• Close to the customer
• Autonomy and entrepreneurship
• Productivity through people
• Hands-on, value driven
• Stick to the knitting
• Simple form, lean staff
• Simultaneous loose-tight properties