Training For Success

Practices that successful leaders have utilized to create a stronger workforce

Successful leaders always recognize the importance of continuous training.  Whether it relates to a sales team, or a management team all employees should be involved in a training session either weekly, monthly or quarterly.  I have found interactive training scenarios to be more effective for retention.  Associates should also take the initiative to learn new techniques or concepts on their own accord on a regular basis. 

In this article, I will touch upon training topics, employee involvment and practices that successful leaders have utilized to create a stronger workforce in their respective fields.  Of course, each individual will react to training depending upon their focus or their pre-conceived notion of the topic being presented.  It is therefor up to the trainer to interact with the audience and gain insight as to their collective interest in the topic.  On some occassions, if I have the flexibility I will send out an email to the participants a week prior to the training to select one of 3-5 topics to be presented on training day.  This only works if you are not regulated by departmental mandates for a specific topic.

Leaders who are involved with their staff should recognize their strengths and weaknesss.  This is always a good base line to start with when formating a training schedule.  If the team is struggling with closing a sale; relationship selling; credibility factors; time management; setting realistic goals or a plethora of other topics then preparation is key to a successful training session.  As I mentioned, earlier I prefer to have an interactive session.  This may involve role playing or calling on associates to give examples as it relates to the topic at hand.  I have found that just like weekly meetings a training period should last no more than one hour.  After this time frame attendees may loose their focus.

Sales training could include shadowing a sales associate on outside calls or joining them at a networking event.  Prior to the sales calls verify that the sales associate has completed their pre-planning and has knowledge of the clients needs; their hot buttons; the competitors he/she may use or is considering as well as the expected outcome of each call.  At a networking event it is a good practice to observe the sales associates interactions with established and potential new clients as well as their ediquette skills.  Meet with the associate during the event to offer suggestions and also make an effort to note any positive feedback on his/her highlights.

With regards to training your management there are also a plethora of topics you will want to address based upon need and corporate compliance.  These may include but are not limited to management ethics, credibility and cultural diversity as an example.   In management ethics I recommend you cover: a. what is unethical behavior ( it could vary based upon cultural and geographic regions); b. reporting the behavior to upper management or human resources departments will be based upon existing corporate policies; and the outcome you feel is appropriate based upon the unthical behavior at hand.  Credibility is “the quality of being believed or accepted as true , real or honest.” The training could involve open discussions on each associates experiences in the workplace and how credibility affects the individual’s reputation and how they are percieved by management and their peer groups; c. As professionals each associate should be trained to understand diversity in the workplace and new techniques and strategies to cohesively address each situation.  

Challenge your associates to interact with a plethora of individuals with diverse cultural backgrounds to gain insight into their beliefs, perspectives and how they have been managed in the past.  The executive staff should embrace diversity and lead by example in recognizing cultural differences in the workplace.

Time management is a significant topic for training in all departments both with line employees and management.  If you have a director that holds each member of the team accountable and leads by example from the start of the workday to the end, the associates will more than likely prosper in their respective career paths. A leader that trains or hires associates with developed time management skills sets the bar and this will ultimately lead to a cumulatively higher degree of success. 

In conclusion, let me emphasize that leaders must gain a complete understanding of their respective audience (the employees) and create training programs that are focused on immediate needs and long term goals.  Although some training programs are mandated by corporation’s each leader should think out of the box and utilize resources to implement training sessions that not only motivate but also enhance productivity and creativity in the workforce.