In response to research released earlier this year which highlighted that nearly half of UK managers ‘are ineffective’, the Chartered Management Institute (CMI) – the UK’s only Chartered professional management body- is offering employers the chance to use their FREE online Management Dynamic tool at

The tool will enable them to identify their organisation’s priorities in just 2 minutes and see how tailored management and leadership development could help their managers work more effectively. Ultimately, improving organisational performance. The Management Dynamic tool also offers:

  • A free management checklist based on your organisation’s challenges
  • Bespoke tips
  • Opportunities to download latest research reports

In addition, those that complete the Management Dynamic before 30th November will get 3 months’ FREE access to ManagementDirect, CMI’s comprehensive online resource portal – for up to 50 of their managers – allowing them to quickly apply leading management practices and add tangible value to their organisations.
And for those that prefer a face-to-face consultation, CMI is offering a FREE consultation with a CMI specialist worth £500 to gain a bespoke recommendation, with no further obligation.

Background to the research
43% of managers consider their line managers to be ineffective, according to the largest ever in-depth study into the business benefits of management and leadership development, released by CMI and Penna.

The research shows organisational performance and management abilities to be clearly linked – with only 39% of managers in low performing businesses deeming their line managers to be effective, compared to 80% in high performing organisations.

The CMI-Penna report, produced with Henley Business School, draws on findings from almost 4,500 managers, including over 300 CEOs and 550 HR managers. The research provides new evidence showing how management and leadership development activities can lead to increases of up to 32% in people performance and 23% in overall organisational performance, across organisations of all sectors and sizes.

The research finds that too few employers are doing the right things to secure the returns on investment in management and leadership. Although many employers are investing in a vast range of 26 types of management and leadership development activities – with the average manager having been exposed to six over the last three years – the types of training being offered are not always those rated by managers as most effective. Accredited learning and qualifications, including MBAs and professional bodies’ qualification, are rated as having the most impact on individuals’ performance, yet there is still widespread reliance on ‘on-the-job’ experience and short courses.

The effectiveness of different types of training also varies between particular management levels – for example, many CEOs wish they had access to coaching earlier in their careers, while professional qualifications are seen as particularly effective for new and junior managers.

The findings also show that high performing organisations spend on average 36% more on management and leadership development per manager per year than low performing ones (£1,738 compared to £1,275), with the mean organisational spend per manager estimated at £1,414 per annum. Public sector organisations spend on average £1,515 per manager per year, while private sector organisations spend £1,416 and not-for-profit sector organisations spend £1,133.

7 Tips for success (feel free to include these in your post)
Revealing the secrets of success of high performing organisations, the report provides a number of practical questions for all employers to consider including:

  • The importance of evaluation: what measures do you use to know that your development activities are aligned to your business targets and achieving maximum impact?
  • Qualifications hit the ‘sweet spot’: being seen as the most effective route for developing managers’ skills to do their jobs – have you considered opportunities for your managers to have their skills accredited?
  • Creating a rich learning environment: given the reliance upon on-the-job training, are you providing a sufficiently strong learning environment through the use of coaching, access to e-learning resources and external networks?
  • Making leadership and management skills a key part of the ‘skills for growth’ strategies, at national and local level
  • Enabling young people to have earlier access to management and leadership development activities through reviewing provision at schools and colleges
  • Taking an active role in promoting high quality management education and accredited learning by supporting employer engagement with university business schools and professional bodies
  • Investing strategically in the leadership and management skills of the Civil Service and public sector