This is the 2nd in our series of short articles identifying the six keys to unlocking the potential in your people and adding value to the business.
Section 2 – Are Senior Managers and Line Manager engaged with and involved in the training and development programme?
“Our team need to be better at creating true value through selling and negotiating effective commercial proposals. In our fast-paced environment we aren’t confident they are maximizing and creating true value for both parties and with the impact needed to ‘cut through’ with busy and ever demanding buyers. They need some support and training!”
This is, we’re sure, an all too familiar scenario.
Training is often seen as necessary for those new into a role, or whose jobs have grown and developed over time. They need to be given new skills or tools that will help them in their position, and then they will be able to succeed. Managers identify the training requirements, allocate the resources and provide the individual with the opportunity to learn.
But to learn what?
Great training will teach the latest, most effective techniques staff need to succeed in a particular task. It won’t be the same training delivered 5 years ago, given how quickly knowledge and insights improve. Managers need to have their fingers firmly on the pulse, not just to identify the needs of their staff which training should address, but in order for them to understand and appreciate exactly what the right training process should look like.
For training to “stick”, it needs to be supported outside of the classroom or e-learning environment. Trainees need to be able to put their learning into practice, make mistakes and move on. They need to feel supported and able to share their experiences with others, including their line-managers. This means line managers and the senior commercial team must be actively engaged in the training programme if learning is to become part of the business’ DNA.
Managers also need to help to foster an encouraging environment to provide fertile ground for development, allowing their teams to make mistakes as they put their training into practice in the interests of long term development, for both the individual and the business.
Managers lead by example …..set the pace!
Simply we should be training managers first in order to understand and adopt the language and tools being used and taught on the courses. If a manager doesn’t fully engage in the training programme, neither will their direct reports or anyone else below them in the organisations.
Engaging mangers in the development, execution and follow-up to their teams training unlocks the 2nd key to successful training & development.
Download our complete guide and assess your approach to training & development: SmithCarey’s 6 Keys to Training Success.
