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Obtaining Supervisory Buy-In
Training & Organizational Development
Obtaining Supervisory Buy-In
A forum for exchanging ideas about skills training, leadership training, management training, compliance training, e-learning, as well as organizational development and effectiveness.
As the new Communication Manager- I am implementing Supervisory Training- which we have never had before. The first training module is The Basic Principles of a Collaborative Workplace. Several of our
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Forums » Topic Forums » Training & Organizational Development » Obtaining Supervisory Buy-In
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Obtaining Supervisory Buy-In
posted at 11/13/2001 7:15 AM EST
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Posts: 3
First: 11/13/2001 Last: 11/13/2001 |
As the new Communication Manager- I am implementing Supervisory Training- which we have never had before. The first training module is The Basic Principles of a Collaborative Workplace. Several of our senior managers are not enthused about the new programs. Any ideas on obtaining their buy-in? I know if they are not buying in, neither will their employees. Any ideas are greatly appreciated.
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Obtaining Supervisory Buy-In
posted at 11/13/2001 7:35 AM EST
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Posts: 3
First: 11/13/2001 Last: 11/13/2001 |
Begin by trying to understand what they are really objecting to. Use the Five Whys to drill down. Example: What would happen if your people improved their collaboration skillse? A response might be, "our people would work together to solve problems." Question: Why is that important? By the third question inquire as to why this program won't work. Go through the drill down working with the assumption that their first response is not what they are really thinking. Your goal is to understand, overcome the objections, and collaborate with them to improve business performance. Be cautious and avoid being defensive about the program.
Hope this helps. |
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Obtaining Supervisory Buy-In
posted at 11/14/2001 9:09 AM EST
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Posts: 57
First: 5/9/2000 Last: 3/15/2011 |
In my experience you're absolutely correct. I have the same problem in the hospitality industry. Creating a training program without wholehearted senior management support is like trying to nail jello to the wall. It just won't stick. Since they're often consumed with the bottom line results, specific examples of how the training would increase profitability would help make it stick. Create some "what ifs" even if they're theoretical. For example, if this training were to improve our production 5-10%, it could result in a "X" percent increase in revenue over "x" period of time. Also, the timing of the training has to be convenient to attendees and the quality of the training first rate. All too often, senior types especially have been through a host of boring, dull, mind-numbing, repetitive training sessions only slightly related to their business. Why inflict this same pain on their staff? Who can blame them? Try showing them sample previews to wet their appetite. Ask for their input. The bottom line; it's all about marketing. You have to show them they/the company absolutely NEEDS this training. As a new manager, your reputation is at risk. Take the time to do it right the first time. Good luck! |
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Obtaining Supervisory Buy-In
posted at 11/20/2001 6:49 AM EST
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Posts: 4
First: 11/20/2001 Last: 11/20/2001 |
CTaylor
What managers want regarding supervisory and employee training are down-to-earth activities which relate directly to the issues of the workplace itself. They also want to be involved in the decision-making regarding the content and the process. Here, it seems as if you decided on your own about "what is needed" and "what should be given". I think their objection is not to the program but to you. They are rejecting you as "a superior authority who knows what's best for them and their employees". When I was Training Manager, I knew and had prepared a long list of what was needed but never announced it or communicated it to anyone. I took the time to go meet with each Supervisor, then with each Department Head, "asking THEM" on what was needed to resolve certain situations their departments encountered. In the course of the conversation, while they spoke I seized the right moment to suggest what I had in mind. The entire interview and conversation went ahead as "collaborative thinking" between me and the person I was interviewing. By the end of it didn't seem to matter on whose idea it was. Very often I made it seem as if it was their own idea. Who cares? The important thing is that they were all enthusiastic about it and promised to co-plan it with me and to facilitate it themselves. It is only after T&D was a total thriving success by us that I began bringing in sociologists for the more sophisticated management issues. First turn your managemers and supervisors as co-planners and facilitators and then deal with the more elevated issues. They want to deal with brass-tacks first but they do not want to be told by someone else about what is best for them and their departments. When they are the co-organizors and facilitators it is they who will make their employees "buy into" the planned training Claire CHIC Hospitality Consulting Services http://www.easytraining.com |
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