“How Training Can Affect The Role of Effective Management”

By Andre’ HarrellHead Of International Sales & Marketing Operations

OBJECTIVES

How managers can succeed as coaches, and how training can make that difference

Understanding the power of the “Follow Up” and “Consistency”

How to avoid “Training Sabotage” and ensure training is modeled

How training and core competencies help solidify the role of effective management

WHY ARE SOME MANAGERS UNSUCCESSFUL?

Managers are taught often times in training what they should do, but not how to do it

Managers often are confused about what “Management” is Management is the process of getting activities completed efficiently and

effectively with and through other people.

Communication, Communication, and Communication

TRAINING PROGRAMS

Management Training: (Phase I) Management Development Lab program that

focuses on those behaviors & best practices of good coaching skills

Manager simulation training & certification Training Program “Preparing Others for Success” Management Competency Training Management Development tools implemented (“9-

Box Grid”, Coaching Performance Model)

Management Training: (Phase II) Training programs designed to build trust,

guiding conflict resolution, and facilitating performance

Social Styles & Versatility/Conflict Management Training

Performance Management Coaching “Coaching to the Development Plan” Training

Management Training: (Phase III) Writing Effective Feedback/Evaluation Training Performance Planning-Setting Expectations Training Delegating For Productivity & Growth Training Preparing productive/successful cycle meetings

Management Training: (Phase IV) Facilitation Skills Training Helping Others Adapt to Change HR Management Training

TRAINING (EXPECTED OUTCOMES)

Management Training: (Phase I) Training participant was able to articulate own

strengths and areas of improvement regarding how to coach

Training participant created an effective Career Development Plan to address strengths and areas for development

Training participant is proactive in executing Career Development Plan, providing updates, and seeking developmental opportunities

Training participant’s behavior has changed

Management Training: (Phase II) Training participant is now demonstrating the

ability to manage conflict in the field Training participant demonstrated the ability to modify

his/her social style to facilitate improved performance during coaching discussions

Training participant has demonstrated the ability to build trust and facilitate improved performance with peers

Management Training: (Phase III) Training participant provides effective written

feedback after coaching sessions (documented) Training participant demonstrated the ability to

delegate effectively, either while running a project or cycle meeting

Management Training: (Phase IV) Training participant verbalizes direction to team in a

concise and cogent manner Training participant has helped his/her team Adapt to

Change in a positive manner Training participant understands and can articulate

the Human Resources policy

PHASED DEVELOPMENT PROCESS

PHASE I

E. Learning ModulesBuilding TrustGuiding Conflict ResolutionValuing DifferencesPreparing Others for Success

Coaching Model Training

Training AssignmentRun a quarterly meeting

PHASE II

E. Learning ModulesSkills for Building Commitment Leading Successful MeetingsFacilitating Improved

Performance

Social Styles & Versatility Conflict Management

Training/Coaching Assignment

PHASE III

E. Learning ModulesPerformance Planning-Setting Expectations

Delegating For Productivity & Growth

Writing Effective Feedback (FCR) (Scenario Based)

Running a Region Project/ContestConduct Monthly Interviews

PHASE IV

E. Learning ModulesHelping Others Adapt to ChangeHR Management Training

BRD/RBM Competency Development Seminar

Training AssignmentRun a quarterly competencies

meeting

N New Hire On-boarding

Product/Therapeutic TrainingOrientation Session w/NSDPlaybook Review

HOME OFFICE PRODUCT TRAINING/MGMT DEV Training

New Manager Training Assignment

FieldApplicationTraining

E-Learning Training Classroom Training On The Job

WHY MANAGEMENT TRAINING DOESN’T WORK

WHY MANAGEMENT TRAINING DOESN’T WORK

Five Reasons:

5. Training is put together in the midst of serious turmoil6. Senior Managers sabotage management training7. Managers are not held accountable to improve their

performance after training8. Training objectives are not clear

9. There is no follow-up after training

WHY MANAGEMENT TRAINING SHOULD WORK

It is well known by psychologists, teachers and training professionals that repetition is key to learning

Revisiting and restating key training information multiple times in different ways reinforce it’s importance (and helps to change behavior.

Tactics: Act on feedback immediately after training program Work-sessions will reinforce learning’s and captured on field

contact reports Each training program/initiative will transition from the previous Nomenclature, Nomenclature, and Nomenclature

“TRAINING SABOTAGE”

The Art of Strategic Communication

WRITE

Coach 4 SuccessThe Strategic Conversation

What is happening

now as compared to success

Things that cause the

situation or barriers to success

The outcome: what we are

trying to achieve, and

what itlooks like

Steps and roadmap to

success

Conver

sation

Why Are We Doing This?

“…The BRD is perhaps the most important role in the company. No single management team can generate the immediate and sustainable field impact that the BRD can.” President

“Our goal is for our BRDs to become master coaches, thereby giving us a competitive advantage in the marketplace.”

Assistant Vice President

Outcomes

• Review the 4S coaching process; share successes and best practices.

• Strengthen the application of the current level of specific behavioral information contained in the Field Coaching Report.

• Recognize and implement key division strategic directions during field contacts.

• Enhance consistency/continuity in the ability to write Field Coaching Reports to increase productivity.

Teach-Back Activity

• Work with a partner to discuss each Coach 4 Success information slide.

• Alternate from slide to slide between the roles of discussion Teacher and Learner.

• Use your Participant Workbook as a reference, refer to the page number printed on the slide in RED.

• As leader, address the items indicated in the WHITE OUTLINED BOX on each slide.

• Teach for 1 ½ minutes per slide topic. All rotate clockwise together until you have covered all topics.

“WHAT HAPPENED 4 MONTHS LATER”

LEADERSHIP MODELING TRAINING Leaders at all levels have to lead by example The success of our aspiring leaders are our responsibility Training needs to be part of the “discussion” Accountability goes around and around

PARTNERSHIP WITH TRAINING IS PARAMOUNTPARTNERSHIP WITH TRAINING IS PARAMOUNT

TRAINING AND CORE COMPETENCIES DRIVE EXCEPTIONAL MANAGEMENT SKILLS

WHAT ARE COMPETENCIES?

Competencies are the critical success factors for effective performance

Behaviors: What I demonstrate, what I do and say (e.g., Build Customer Relationships) Skills: The behaviors necessary to perform specific tasks effectively (e.g., selling skills Knowledge: Information a person has in a particular area (e.g., Business/Industry

knowledge) Values: Principles or standards that are important to the individual (e.g., Customer Focus,

Integrity) Motives: Goals that consistently drive behaviors (e.g., Commitment to Excellence,

Achievement Motive)

COMPETENCIES (IMPACT ON TRAINING)

A well developed and validated competency model serves as a needs analysis to determine long and short-term training requirements

The competency model clearly defines training needs in behavioral terms. Learning Objectives flow from the behavioral indicators and create a strategic training map

If new training is needed, the organization prepares and executes a training strategy that will meet the business needs. Existing training is evaluated and enhanced in accordance with competencies

Through a strategic phased approach that addresses the needs of the manager and ensures a predictable successful outcome

Involve everyone in the training/development of our managers (ensures follow up & follow through)

Stay discipline towards meeting and exceeding competencies at every level of management

“How Training Can Affect The Role of Effective Management”

THANK YOU!!THANK YOU!!