Change Management after Deploying Training
Planning and organizing a training initiative is a lot of work. Pulling people away from their day-to-day jobs to find venues, ensure proper room set up, choosing a date that works with the majority of participants, sending out pre-work and invite communications, following up with questions and sending out reminders, pulling resources for interviews and material tailoring sessions…the list goes on and on. So, what happens when the training is done? How do you ensure that all of the money, time, and effort that went into pulling off a world class training event turns into actual results?
The key to results is not thinking about it as a training event, but rather a change in your company’s culture. Whether you are in the planning phases or just finished launching training, here are a few key change management best practices to keep in mind to help ensure the most beneficial return on your investment.
Migrate Tasks into Daily Routine
Put a plan in place to migrate activities towards operational managers. The project team that has been putting in their blood, sweat, and tears to make sure that everything is successful, cannot change the organization’s culture on their own. Migrating tasks and accountability around reporting, cadence, coaching, sharing quick wins, etc., must be transitioned into the day-to-day managers to drive adoption. Here is an example of an Operational Task Migration Template that can be used to get you started with identifying:
- Tasks that were performed by the project/change team but that should be migrated out to the operational teams
- Potential transition issues and solutions
Establish a Cadence
Establish a cadence for meetings, reviews, and reporting of KPIs. This will help everyone know what is being expected of them.
Be sure to have local coaches, trainers, or champions to help drive adoption and provide ongoing coaching and support to the larger team. Identifying these people upfront and allowing them to get more involved throughout the entire will put them in a position to be subject matter experts within the organization that can support ongoing reinforcement and coaching to others, including the first line managers.
Put a process in place to capture lessons learned and steps to adjust, so that other divisions or regions won’t make the same mistakes. Determine a place to document feedback from management, the core team, and the sales teams on what they thought was good and what could be improved. Whether you capture this in an Excel, online survey tool, or a collaboration site, the key is to present back your findings in order to keep improving.
Support First Line Managers
The first line managers will be essential in helping to hold people accountable for using the new behaviors, processes, and tools. Be sure that they have been clearly briefed and know what they will be accountable for doing. Providing them with a playbook of what, when, and how to identify skill deficiencies, coach to deficiencies, and monitor/report on results is key to adoption.
Create a process for identifying pockets of resistance and determine an approach to address them. Completing an Organizational Readiness assessment will help you to determine who you need to provide attention to, in order to quickly to get them on board, as well as those individuals whom you may need to spend additional time with.
Share the Successes
Collect and share successes and quick wins. Capturing a video of how someone used the process or tool to advance or win a deal can be a powerful testimonial to help drive adoption. Even creating a contest for the best Success Story can be a great way to not only get people using the tools, but to also create a library of reference stories to use in future sales engagements.
Changing behavior is hard, but the change can also lead to great rewards. So, as you continue on your transformation journey, remember:
- Output of sales transformation programs must be migrated into daily operations
- Establish a cadence for meetings, reviews, and reporting of KPIs
- Be sure to have local coaches, trainers, or champions to help drive adoption and provide ongoing coaching and support to the larger team
- Put a process in place to capture lessons learned
- The first line managers will be essential, so help support them with necessary tools
- Collect and share successes and quick wins
Please reach out to your Customer Success Team for more information on how we can help provide you with change management best practices to help ensure the most beneficial return on your investment.