Despite significant UK investment in management training, many managers tell us that the moment they step out of the classroom, “life happens” – making it hard for them to apply the skills they’ve learned. A Chartered Institute of Personnel and Development (CIPD) survey of line managers last year showed that the areas of greatest concern are conflict management and dealing with difficult conversations. For many managers, confidence only begins to grow after five years of holding a managerial role in an organisation.

Clearly, the fast-moving pace of the modern working world means that formal training alone is not enough to enable today’s managers to lead engaged and agile workforces. The CIPD research warned that although there are no set recipes for a great people-management style, three tactics appear to be particularly effective:

1. Balance the ways you lead and manage depending on the context

A key challenge for supervisors that emerged from the CIPD research is that many junior managers are more comfortable with the delivery side of their role, and adopt a hands-on style of management instead of coaching their team through tasks. Some situations – for example, time-critical assignments – may justify a directive approach. However, developing the ability of employees to solve problems independently requires managers to take every opportunity to empower their staff and allow them to build their own skills and experience.

2. Be mindful of the organisational environment around you

Our research has shown that at times the organisational environment and processes – for example, excessive layers within the hierarchy, a pronounced focus on the bottom line, or HR policies that are too rigid – can act as barriers to supervisors demonstrating their management and leadership skills. The CIPD survey revealed that 28% of managers (33% in large organisations) have to put the interests of the organisation (such as achieving an objective) above the interests of the team at least every working day. Consider which organisational systems and processes act as barriers to you being an effective leader and manager, and how you can overcome those hurdles.

3. Find your own management solutions

Many managers find that even some tried-and-tested management theories are not applicable to specific situations they face in real life. Effective people managers find it useful to work with a coach who helps challenge conventional wisdom in performance management. Not having a readymade solution may be frustrating at first, but it is likely to contribute to long-term development of skills in managing others.

According to our research, applying these three approaches helps managers to gain confidence in their roles faster – and saves them from enduring five years of experience that they would typically have to weather before feeling truly confident about managing people.

Ksenia Zheltoukhova is Research Adviser at CIPD, the professional body for HR and people development