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Gaining Senior Management Buy-In For Training
One of my biggest complaints from participants in my seminars is, “My manager won’t accept it if I try this new technique/behavior/idea.” Their concern is real—without commitment from key managers, there is little motivation for the staff to change.
The following are some guidelines for getting senior managers involved in training. When discussing the proposed training, you need to:
1. Explain how his participation and involvement in this project are crucial. The more involved he gets, the more effective the outcome.
2. Discuss how her presence at the training session/seminar is a strong message of support for this project. A willingness to work along with her staff speaks even louder and clearer—they are convinced more by one’s actions than by one’s words. Her being a positive role model is a powerful motivation tool.
3. Address the risk of participating: is to make one’s self vulnerable. Some managers feel they must appear perfect and flawless to their staff; if they show shortcomings, areas of weakness, they believe they will lose their staff’s respect.
4. Reinforce the positive power of vulnerability. We often equate vulnerability with weakness. But vulnerability is weakness only when coupled with passivity; vulnerability plus strength equals power. It takes a big person to admit areas of him/herself that need improvement.
5. Tell him how he can be inspiring. His staff will be encouraged and will be more open to making changes themselves.
6. Quiet fears. If distrust, suspicion and backstabbing are rampant in your organization, she may be hesitant to take this risk. Reassure her it could be an initial step in changing the destructive atmosphere. Remind her that we are usually disillusioned by people who project “I know it all” and are impressed by those who admit, “I’m still learning, too.”
7. Encourage him to act on what was learned and committed to in the program. If the staff sees him say one thing in the classroom and another back on the job, he may lose credibility and respect.
8. Sell the personal benefits. With her involvement in this project, her people will be more productive, and she will gain ideas and enhance her respect from her staff.
9. Review the liabilities of senior management not participating. Without his involvement, these skills will not be integrated into your organization, no matter what anyone else says or does. The training would truthfully be a waste of time.
10. Get commitment. Ask her, “Are you willing to do what it takes to make this organization thrive?”
11. Make your decision. If he says “yes,” you’re on the right path; if “no,” rethink whether you want to do this program without the senior manager’s support. I’d generally advise against it.
This game plan won’t work on all senior managers, but I think you’ll be amazed at the number who will buy-in as a result of your presentation.
©Morgan Seminar Group
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Rebecca L. Morgan, CSP, CMC, creates innovative learning and performance solutions. She is the author of seven books. For information on her services, books, and tapes contact her at 1440 Newport Ave., San Jose, CA 95125, 408/998-7977, 800/247-9662, fax: 408/998-1742, rebecca@RebeccaMorgan.com, www.RebeccaMorgan.com. Please contact Rebecca for permission to reprint or repost this item. |