I spend time with organizations that are investing in people. At each session, I ask, “How many have been in a supervisory role (manager, leader) for less than four years?” The percentage of hands that go up ranges from 30 to 60 percent.

Next, I ask the group to reflect on their personal journey to a supervisory role. Did they get a degree in how to lead people before they were put in a leadership role? Did the company send them to a preparation program? The overwhelming response is no. I then ask people what role they had prior to their manager role. Let’s say someone answers that they were in nursing. I ask, “Why did you want to be a nurse? Was it so someday you could be in management?” The answer is usually, “No, it was because I wanted to take care of patients.”

I recently spent time with Isaiah Baker, a manager for Corporate Contractors, Inc. He began working in construction right out of high school. Today he oversees construction projects. As we talked, it became evident how committed he is to doing a good job. He shared how fortunate he is to work for a company that invests in him.

In almost all cases, the people I come in contact with are excellent workers in their specific job. Then they are asked to become managers. Their work background helps; however, their role as a supervisor is vastly different from the role they held previously.

One can measure the values of a company by their investment in the skill development of those in their workforce. My focus is on those who are new in leadership roles. I went online and asked, “What are the challenges a new person in management faces?” The list is long.

It is interesting how an organization spends millions on facilities and technology (to be clear, this is not a bad thing), yet when asked about investing in people, a common response is, “We do not have the money,” or, “That is expensive.” To me, it is more expensive not to invest.

A few tips:

• Let those in leadership know you care about their well-being. One way to show it is through your commitment to providing skill building in their leadership role.
• Provide time for the person to attend skill building sessions. I was recently with a group of 20 people who were the entire managing team of Appleton Area Health, a small rural healthcare provider in Appleton, Minnesota. With all the pressure on rural hospitals, why would the CEO, Greg Miner, invest time and money in providing skill building for those individuals in a supervisory role? He feels it is more important than ever to invest in people when the external environment is difficult.
• Do not assume that because a person is not requesting help, they do not want or need it. Once skill building is provided, they are very appreciative.

My experience is that people who accept supervisory positions do so because they want to be helpful and loyal to their organization. Their investment in the company deserves the company’s investment in them.