In my experience as a senior manager it is true that some managers lack the confidence and skills to manage an increasingly diverse workforce. If they find it difficult to challenge someone about their attendance or the quality of their work then how much more difficult will it be to challenge someone who responds by saying you are not taking proper account of my disability or you are picking on me because I am gay. So how can we equip managers with people management skills which are even more essential at a time of budget cuts, service reductions and changes in the way we work? How can we ensure that all managers have leadership skills and are able to inspire their staff? And how can we ensure all managers have the confidence to challenge appropriately and take responsibility for bringing about change?

Traditional management training does not deliver these skills, it either focuses on academic theory or on the purely practical, how to manage the budget, how to meet health and safety regulations, how to draw up a business plan. The current financial climate requires managers with good people management skills. This starts with managers having an insight into how their behaviour affects others. A starting point is feedback from colleagues and direct reports, one way to get this is from 360 degree feedback questionnaires. Another method is executive coaching, that is an independent trainer or coach observes the manager in a range of typical management situations, for example a team meeting, a presentation to the board, a negotiation with partner organisation. The coach then provides the individual with detailed feedback and together they agree ways in which they could improve their skills at influencing others and identify areas to work on such as listening more, speaking less. This type of direct detailed feedback is rarely provided to managers and almost never provided to senior managers so when it is it can be very powerful. A further approach is for managers to have access to a mentor, someone outside their line management with more experience who is willing to share their wisdom. Someone the manager can confide in, someone who will offer impartial advice and support.
Blair Mcpherson

Here we go again...let's knock public sector managers! Your rather sensationalist article completely lack balance. The implication is, of course, that public sector managers are poorly skilled compared to private sector managers. In my experience, nothing could be further from the truth, given the different environments in which public and private sector managers work.

1. Public sector managers always work in a politically-charged arena, where what a manager thinks is right may be vetoed to satisfy local political and/or stakeholder relationships.

2. Public sector managers are accountable to the public (via politicians), with extensive requirements to consult and engage. The private sector usually only has to appease its shareholders.

3. Management attitudes towards employees in the private sector is far less supportive or open to diversity than the public sector, and far less open to work-life balance than public sector organisations.

There are valid criticisms which can be levelled at some public sector managers:

1. Some managers need to wake up to the fact that change is the norm, instead of expecting that one day, somehow things will settle down and we can all just on with our work.

2. Public sector organisations need to invest much more in management and leadership training at post-graduate level.

3. Junior staff who complain about lack of motivation really should work in the private sector for awhile. They'd soon change their tune!