We are a rapidly expanding window manufacturing company. Many of our senior people have been with us for many years. As the company grows, we want the people to grow with us and to achieve this we believe we need to:

1. Set them realistic targets not only to support our growth plan but also to encourage and stretch them.
2. Identify their strengths and weaknesses to enable us together to improve their management and leadership qualities.

Is this a sensible approach and how should we set about the task?

Not only is it a realistic plan but you are also displaying to your manager’s positive leadership qualities that should inspire them. Managers in a manufacturing environment thrive given encouragement and support from their boss. Coaching helps managers grow and improve their job performance, whether they are standard or above standard performers. If I am reading your question right you have a group of loyal managers, probably at different levels, who you want to see grow as leaders in their own right.

Before you set them targets I would advise you first to set detail targets for the business. Look in the manufacturing Norm’s section of this site for typical norms and benchmarks to base your targets upon. Then I suggest the following process:

1. Establish a set of targets together and rather like a high jumper set the bar at a realistic level.
2. Help the manager to establish action plans to achieve this first set of targets.
3. At an agreed time in the future, say three months, set the bar a little higher preparing more action plans.
4. Repeat every three months.
5. Encourage the mangers to be open about problems and difficulties, not defensive, and coach them in problem solving. Do remember that it is via problem identification and solving that many improvements will flow.

Give me a call should you feel that you could use more help and support in the process.

As for identifying strengths and weaknesses there are three useful tools in the box.

1. Ask the manager to identify his own strengths and weaknesses and talk them through with you. Help him to minimise the effect of his weaknesses and encourage him to build on his strengths.
2. There is a newish technique that is excellent called a 180-degree appraisal. Here his boss, a selection of peers and a selection of his subordinates answer a number of carefully worded questions (no free for all remarks permitted).
3. Profiling is a very powerful and positive technique. Rather than explain in fine detail what comprises a profiling process and report, give Fiona Lund a call or e-mail through this site to order a sample report.

As you seem very anxious to do all you can to develop your managers my advice is to use all three techniques outlined above weaving them into a personal development programme.