Hello Everyone...

So I am having a VERY difficult time trying to get a buy-in from senior managers on training.

Back-Story:
I was hired a year ago as a Staff Development Manager to research, design and give seminars to all employees at my company. The decision for this position was made by and agreed upon by all the senior managers. I train 5 levels of employees on various topics etc.--levels include frontline employees (1), team leaders (2), supervisors (3), managers (4) and executives (5).

Managers and senior managers heavily support the program for THEIR employees; however, the buy-in that they need training is very little. No matter what I do, I cannot get them in the seats for training. The Executive Manager of Operations (second to the CEO/pres--and my boss) will not force anyone to do anything at our company. Our philosphy is "we don't tell, we sell." I agree that forcing training on employees is pretty much useless.

Long story short
I am having such a hard time getting them to recognize that THEY are the ones who need the training. They think the program is great, I am great etc, it is just not necessary bc they are the founders and are busy (the same age old story).

What can I do to get them together collectively to work on major executive issues such as senior leadership, business analysis, strategic and succession planning, growth management, etc. We are a tech company that is one of the few booming in the industry and we are growing at a rapid pace and our senior managers are treading for water at this point.

Thanks for all the advice ahead of time!

You cannot get executives to go to training for all sorts of reasons. So trying to get them together will only continue to increase your frustration.

When working with exec, you want to find one that is willing to try what you offer--an exec that has influence. An executive that loves what your training did for them will be a better executive sponsor--or cheerleader--then you can ever be.

Another way to back into this is to implement 360 surveys so that everyone is getting input from all others that surround them on the org chart. This will provide you with the hard data you need to talk with the CEO and get the executive buy-in that is missing.

You may also want to find an exec that recognizes what you offer and is willing to work with you--with you taking on the role of executive coach. But only go this route if you are qualified. This gives you a position to provide the training that is needed, but in a 1:1 setting.

Agree with Dave's points.

What I have found helpful is that, when a change is desired, turn the faucet on those who want to step up. Other catch on.

Of course, if the top leadership in the organization modeled the desired behaviors this would be far less of an issue for you.

But Dave is correct when he mentions using feedback as a foundation for those individual developmental efforts. While I offer web-based 360's for clients I am often amazed at how different the feedback looks from what they expected. More often than not the current offering of learning activities is not quite in sync with the real need (which is why some folks just don't see it as useful).

Find your influentials, sign up a champion for the change, load 'em up, let them create the buzz.

Go slow to go fast.

Jeff

Just a gentle request - please use one forum to ask a question so all of the discussion is in one place.

Senior Managers have so many stressors in their lives. They are the touchstones for sometimes hundreds of lives. I'm wondering if you've ever thought about training which includes spirituality. Not religion, but the power of our spirit. If you're interested, please just email reece@manley.net.