The article is devoted to the features of training of managers. The main methods of research are the analysis of research literature, methods of management theory, organization theory. The authors came to the conclusion that at present the most common mistake that is made in the organization of manager training is the isolation of the training program from the general concept of business development and daily work of the company. The carried-out analysis showed that effective training of heads in the organization is possible only in the case of thorough identification of its characteristics and the formation of a system for training managers. Feature of training of managers: allocation of target personal budgets for development to heads; development of special programs taking into account individual tasks of development of the organization and the head; justification of the training schedule taking into account annual load of the head; confidential character of programs for a number of heads; combination of social and economic methods of an assessment of results with elements of the «principle of 360». Development programs for the manager, as a rule, have a multi-faceted nature, both in the content of materials and in the form of training. So, the content of the program is often formed by the modular type, including the required materials, trainings, internships. It actively uses on-the-job training, participation in important business processes of the organization and immersion in processes that require development, external internships, distance learning is less used. Evaluation of the effectiveness of training is associated with the selection of appropriate parameters. Thus, their justification should combine expert and computational methods, take into account the economic and social aspects of evaluation (and their relationship). It is possible to allocate the following directions for evaluating the training of managers: assessment of the use of budget for training and development of managers; assessment of the results of work with the reserve of leading cadres; assessment of labor productivity imptovement; selfassessment and evaluation of colleagues.