Getting managers involved

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TRANSFORM INFORMATION INTO ACTION! Getting Management Involved GMI White Paper

Let’s create a different kind of Story.

seems s y a w l a t I “ …until e l b i s s o p Im s it”. e o d e n o e So m ndela Nelson Ma

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Team Skills: Training & Development

“When the consultant leaves the scene, the manager stays living with the scenario”. Kay Valenzuela

I can’t really suggest that managers and supervisors must become professional trainers. Nevertheless, within their role of leadership they must transform into facilitators when they want to achieve higher results, way above the standards. There is no other person with a beWer posiPon to influence the team than their manager or their supervisor. When an organizaPon sends someone over for training they are invesPng, Pme and other important resources anPcipaPng that the skills or tools they will acquire will be of benefit for the individual and the organizaPon. Yet is the manager or the supervisor that is most interested in having high achievers on their teams hence they should be on the lookout for transforming informaPon into acPon by ge]ng involved and making sure that what they learned in training does not stay inside the drawer along with the binders. Who follows up on this task in your organizaPon? In many… no one. The investment in training should not only be thoughts thru while looking at the economic investment. StaPsPcs say that barely a 10% of parPcipants are willing to try to implement the new skills or tools. If you translate that into an ROI formula maybe you’d like to think about ge]ng managers and supervisors involved as much as possible. Development is something that needs effort. From everyone who is a stakeholder. I hope you enjoy this lines as much as I enjoyed wriPng them. Live, Serve and Lead with excellence!

Kay

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Team Skills: Training & Development You might want to take a look at these numbers: Supervisors that get involved in the skill development efforts of their teams get more • Performance by a 25% • Engagement 29% • Retention 40%

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IdenPfy the skills and facilitaPng abiliPes the managers should have to perform this task.

Close the gaps by giving them as well proper training in facilitaPng skills.

Make them aware they are as well stakeholders in the process of building beWer skilled performers.

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Team Skills: Training & Development THERE IS NO SUCH SEMINAR OR WORKSHOP ALONE THAT CAN MODIFY THE HABITS AND BEHAVIORS OF A PERSON.. BEING CONSTANT, DETERMINED TO PUT KNOWLEDGE TO ACTION ALONG WITH POSSITIVE FEEDBACK IS THE ONLY CHANCE FOR ANY INFORMATION TO EVOLVE INTO POSITIVE RESULTS.

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Get involved with their learning process and set examples of a]tude, apPtude and follow up. Incorporate learning acPviPes into informal conversaPons on a daily basis. Don’t make it boring “Repeat ajer me sessions”. A couple of minutes to light up the spark and iniPate a learning conversaPon might be enough. Measure the progress and share with your team and others what you have achieved. Create a learning and discovery environment. Celebrate the results by achieving greatness or by adjusPng the course of acPon.

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KAYVALENZUELA Coaching & Estrategias CorporaPvas

Team Skills: Training & Development

Someone is going to learn new ways to do what you do better and that one person may just as well be you or one on your team. Once you get them rolling you time demand will diminish, as well as the time You are putting in right now to put out daily fires. When we asked the participants in a recent survey they said they go back to the old ways because they have no one to go to after the consultant is gone. Any existing culture will have new strategies for breakfast if you don’t put in place a follow up plan and design a continuous learning process.”

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Coming soon!

Get in touch! kay@kayvalenzuela.com

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KAYVALENZUELA Coaching & Estrategias CorporaPvas

InternaPonal Speaker and recognized consultant. Master execuPve coach and CerPﬁed professional trainer. Specialized on Customer Service , Excellence through InnovaPon & Customer experience strategy design. Customer Service Management and Leadership Development. Honored twice as Worldwide Excellence Champion in 2011 and 2012 by Service Quality InsPtute. Global leader in the service industry. In 2013 she received the “Global Strategy Achievements Award”. Recognized by the American Guru John Tschohl as a "real expert who understands the service strategy". President for the InternaPonal Customer Service AssociaPon – LATAM. Actually Head Development Director for Service Quality InsPtute Miami and LaPn America, is also a writer and collaborator to diﬀerent business blogs about customer service, management best pracPces and leadership. Author to more than 8 Senior Management Skills level programs, including Customer Service and coaching abiliPes. She is also the writer to the forthcoming book "From Business AdministraPon to Experience Management”. With over 20 years of corporate experience in business, markePng and sales, now as a consultant and coach provides services throughout the world. She focuses on design and development of organizaPonal strategies, cultural transformaPon process and customer centric strategy seminar trainings. Her enthusiasm, energePc drive and passion for service has inspired and helped thousands of people around the world to understand customer service from a self development and business growth perspecPve. She has personally trained over 15,000 thousand high level management execuPves worldwide and is considered upon the best Customer Service Specialists in LaPn America.

@kayvalenzuela

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