Management training: The eternal cycle of repeating mistakes

What it’s all about

For decades, countless specialist books, seminars, workshops and coaching sessions have provided managers with the tools and assistance they need to lead their teams optimally, organise work structures and processes efficiently and manage their time and themselves better. Nevertheless, it is striking that the same mistakes occur again and again in management practice. Why is that? This discrepancy between theory and practice is a complex phenomenon that requires deeper insights into human behaviour, organisational structures and cultural dynamics. This article explores the main reasons for this recurring pattern.

The gap between theory and practice

Abstract concepts vs. real challenges

Many management aids are very theoretically orientated and convey generally valid concepts. However, managers face specific, often unpredictable challenges in everyday life that do not always correspond to theoretical models. The ability to translate theory into practical solutions is a competency that is not developed through training alone, but through experience and continuous adaptation.

Lack of individual customisation

Every organisation and every manager has individual requirements. However, standardised support cannot adequately take into account the specific needs and contextual conditions of participants and users. Successful leadership, however, requires individualised adaptation of the concepts taught to the respective circumstances, a process for which many either do not have the know-how or the time.

Human behaviour patterns and psychology

Cognitive dissonance and behavioural change

People tend to stick to existing behaviour patterns, even if they know that they are not optimal. This is due to the phenomenon of cognitive dissonance, where there is a conflict between knowledge and behaviour. Changing behaviour is difficult and requires more than just knowledge; it requires motivation, self-discipline and often a fundamental change in attitude.

The power of habit

Habits are deeply anchored in our brain and serve efficiency. New behaviours need to be consciously and repeatedly practised until they become new habits. However, this process usually takes months and requires a high degree of awareness and perseverance.

Organisational structures and cultures

Resistance to change

Organisations are often resistant to change. This is not only due to the employees, but also to established structures and processes that make change difficult. Managers can be as well trained as they can be, but if the organisational culture and structure are not supportive, it will be difficult to implement sustainable change.

Lack of support “from the top”

Effective management training requires the support of top management. Without this support, training remains ineffective as the necessary resources, recognition and incentives are lacking to apply and embed new methods in practice.

Short-term goals vs. long-term development

Pressure from day-to-day business

Managers are often under great pressure to deliver short-term results. As a result, long-term development goals and sustainable management approaches are neglected. However, training content is quickly forgotten when daily pressures and immediate demands take centre stage.

Lack of continuous training

Management training is a continuous process, not a one-off event. Without regular refresher training and further development, skills and knowledge learnt are quickly forgotten. Continuous training and coaching can help to anchor what has been learnt and develop it further, but clash with any form of high-speed management.

The role of self-reflection and feedback culture

Lack of self-reflection

Effective leadership requires a high degree of self-reflection. It is important for team leaders to recognise their own strengths and weaknesses and to continuously work on their personal development. Without this self-reflection, what has been learnt often remains unused.

Feedback as a development tool

Personal and organisational development does not work without an open feedback culture. However, there is often a lack of honest and constructive feedback to help managers continuously improve their skills. Without this feedback, however, what has been learnt remains theoretical and is not put into practice.

Conclusion

The continuity of recurring mistakes despite intensive management training can be attributed to a variety of factors, including the gap between theory and practice, human behaviour patterns, organisational resistance, short-term goals and the lack of continuous training. Effective leadership requires more than just a knowledge input, it requires the ability to adapt, the willingness to self-reflect and the support of a conducive organisational culture. Only through a holistic approach and continuous effort can the concepts taught in training programmes be successfully put into practice.