Manager development programme for Township Developers: growing the next line of phase and department heads
A township needs more heads than it has trained. A manager programme takes promising engineers, sales leads and coordinators and gives them real tasks, coaching and feedback before they get a phase.
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Share your requirementsWhy manager development programme matters in township developers
Township firms often promote the best doer into a managing post. A strong site engineer becomes a construction manager and finds that people, budgets and phases take a different skill. A good seller becomes sales head and does not know how to coach. They learn on the job, at the cost of their teams.
A development programme gives selected people a path over a year. It combines short classroom modules on planning, team handling and communication with real tasks such as running a sub-phase review, plus a mentor from among the current heads. Progress is reviewed with the founder.
How to set it up
1. Choose participants with department heads
Pick eight to twelve people who have shown steady results and interest in leading. Ask each head to name them and explain why.
2. Define a short set of skills
Planning a phase, managing a budget, running a meeting, coaching a team member, giving feedback. Keep it to what your managers actually do.
3. Mix learning and real tasks
Short sessions each month, followed by a task such as leading a weekly site review or preparing a handover plan. The leadership and people management training can cover the early sessions.
4. Pair each person with a mentor
A current head who meets the participant monthly, reviews tasks and gives plain feedback.
5. Review progress with the founder
Every quarter, discuss who is ready for a bigger role and who needs more time. Record the decision and the reason.
Check these first
Before changing anything, find out what is true today. These take an afternoon and use your own records.
- List the last three promotions to head and note what support each received.
- Ask a new manager what he found hardest in his first six months.
- See whether any assistant has been given a managerial task in the last quarter.
- Check whether mentors have the time to do the job properly.
GullyHR can do this with you. Read how we approach manager development programme in general, or share your requirements and we will tell you where to start.
Questions owners ask
Around a year, with monthly sessions and tasks. Shorter courses give ideas but not practice, and managing is learned by doing.
Say so clearly and offer a path in their technical skill. Not everyone wants to manage, and a good specialist is worth keeping.
For skills like feedback and coaching, an outside trainer helps. For the firm's own planning, budgets and sites, use your own heads as faculty.