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A Manager’s Role in Successful Training

Posted on March 26, 2015 by Luanne Paynick

Business trainer

A manager can make or break a training initiative. When a manager is actively involved in the training process, the gap between the time and money spent on leadership and skill development, and on-the-job application of new skills, can be significantly reduced. The following are actions any involved manager can take to insure that training is an investment and not just an event.

Talk about training as a privilege.

  1. Talk with direct reports about how the training you are sending them to is an investment in them – for them, for the team and for the organization.
  2. Reinforce that the training opportunity is not to “fix” them, but to build their knowledge and skills.
  3. Make the training a priority for your direct reports by freeing up their calendar to attend, protecting their time while they are involved in the training, and honoring their need to be involved in the training process.

Connect individual training goals to the goals of the business.

  1. Define and create personal objectives for each of your direct reports attending training, which are in alignment with the corporation’s goals.
  2. Define specific objectives and expectations for the individuals based on the type of training session they are attending, the needs of the individual, and the needs of the organization.
  3. Discuss the new behaviors or skills you expect from the individual before they begin the training.

Play an active role in the training process.

  1. Participate in pre- and post-training calls set up by the training provider. If they are not offered, request a pre- and post-session call. These calls are an opportunity to share your needs, expectations and desired outcomes with the trainer(s) conducting the sessions.
  2. If you have an opportunity to attend the session yourself, take advantage of the opportunity. You will learn the same skills as your direct reports; increasing your ability to model and coach the desired behaviors and skills in them.
  3. Meet with your direct reports to discuss their training experience – what they learned, how they will use the skills, how it ties to their individual performance objectives, how you can support them, etc.
  4. Upon completion of the training session, by your direct reports, become an observer. Document your observations, and share what you have noticed in the way of feedback – both positive and constructive.

Image courtesy of sheelamohan at FreeDigitalPhotos.net

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