Category: training

friendship, inspiration, leadership, life lessons, management, mindfulness, motivation, training, work life

The Feeling Is Mutual

mimijk

It’s 1:45 in the morning and I’m sitting here at the Knights’ Round Table, with a cup of coffee and a heavy, unbreakable silence that pervades the house.  Even the Knights have dispensed with their evening wanderings — ensuring that the kingdom is secure before retiring to their abodes (e.g., my bed).  The last training session for this program ended today…um, yesterday, and my mind is racing with post-mortem thoughts that needed a place to go.

(In case you’re wondering I don’t look nearly as refreshed as this woman does)

I have told you about the level of engagement of the participants, the richness of our dialogue and the development of professional bonds which will likely continue and thrive.   On this, our last ‘official’ time together, the group surprised me (which is rare – I don’t ‘surprise’ easily).  I returned to the conference room after making a phonecall, and there they were standing together by the door, snapping their fingers and singing “we love you” (the melody was unclear but it definitely had a beat because everyone was dancing.  So…I danced too..)  To make this brief, we were laughing and I was fumbling around with my sense of wonder when they gifted me with a memory to last a lifetime.  They told me they thought I was terrific and wanted to thank me for our sessions.  A gift of personalized stationery and a  custom made t-shirt with a motto of mine (that’s a secret which will be revealed in another post).  What was just as astonishing were the personal messages each person wrote on a card to me.  Expressions of appreciation for the program and hopes for continued dialogue, one person called meeting me a ‘blessing’, every one commenting upon the impact the course had on them and their delight with the content and me as the facilitator.  I don’t want to overstate the incredible feeling this evoked in me, nor do I want to make this post about me.  It’s about them

You know how much energy I received from their collective and individual enthusiasm.  You can imagine the loyalty that I feel towards such a devoted group, and how much I want for them to continue striving to be the best managers in their offices.  And they will.  At one point, J asked me, “so what motivates you”?  And I realized that for me there is nothing more gratifying than positive connections.  I facilitated a program – their interest in the content fed my enthusiasm, my soul and my sense of purpose.  We can impact many, we can impact one.  And if fortune is kind, and those moments become integrated into a person’s way of doing business, his/her approach to others and their lives in general, then they have hit my motivational sweet spot.  These participants nailed it every Thursday – and yesterday gave me more than I feel I can ever return (but will continue to try).

I am sorry for their senior managers who don’t recognize the quality in their ranks, the innovative thoughts and strategies that are simmering on the back burners of ‘those in the trenches’.  If you don’t seek feedback from your direct reports about what they are seeing, what alternative approaches they are considering and whatever out-of-the-box ideas that are constantly germinating in the minds of those seeking to enhance and engage the workplace, you are missing the greatest resources available to you.  The workplace is morphing before our eyes – our challenge is to respond with forethought and consideration.  It serves no productive purpose to wait until the tidal wave of change washes over our offices and we are left shell-shocked and reacting to change far too late to do more than clean up the mess.  We have some tough decisions to make over the next few years – our staffing paradigms will change, virtual management is no longer a thirty minute sit-com called “Max Headroom” – it’s a reality.  Technology is allowing clients to demand 24/7 availability while it is also removing our gift of dialogue and the nuance of the written word.  The values upon which most firms were founded no longer hold up under scrutiny (hello Dewey LeBoeuf).  Who will respond to these waves of change?  People like those who attended this workshop.  These are the people who will do the hard prep if you ask them, ask provocative questions before they become moot and who truly want to create the best professional environment possible.  I send them love and thanks – they taught me so much and in exchange I feel like I really gave so little.  I only offered my time, some insight that experience and training have afforded me, and a genuine focus on their development.  It was my responsibility and my privilege.  When they return to their offices, I hope someone in a senior position does his/her job – listen to what these people have to say – and consider acting on their ideas.  I will miss them next Thursday, but I will remember them forever.

leadership, management, motivation, training, work life

Second – We All Work For Somebody

mimijk

When Eric Clapton did a cover of the song “Serve Somebody”, it was clear he was talking spiritually.  It’s one of my favorite songs and I fold into the music and the words like Gumby (note to those reading this who are too young to remember Gumby, Eddie Murphy skits where he is pretending to

be Gumby or the cartoon show based on the character – I’m sorry).

This is Gumby..

 

…he has nothing to do with this post..

In the context of this commentary, when I reference ‘serving somebody’, I’m talking about work.  After all, we all report to someone – a boss, a management board, committee, owners, clients, etc.  I have written about my perspective on management’s responsibilities; I have not been as prolific about the corollary – the responsibility of direct reports.

There is an interesting article in “Inc” magazine titled “8 Things Great Bosses Demand From Their Employees” By Geoffrey James.  In brief, James maintains that the following represent the most important expectations an employer has of his/her direct reports:

“1.  Be true to your word

2.  No surprises, ever

3.  Be prepared on the details

4.  Take your job seriously

5.  Have your boss’ back

6.  Provide solutions, not complaints

7.  Communicate in plain language

8.  Know your real job”

Recognizing that direct reports could say the same things about their bosses, my view is that the list for them is longer and a bit different.  That said, if both groups could successfully meet these eight expectations, I think most organizations would be way ahead of the game.  Given that everyone answers to someone – what do you think of this list?  Does it seem reasonable?  Doable?  Do you take these expectations on, or are you waiting for your boss to do so (in which case, I would strongly recommend that you go ahead and do the right thing – it will serve you better in the long run).  What’s missing?  Regardless of where you are within your business community, I’d love to hear from you.  If we can make our work environment better, why not try to do so!

Gumby at the DIA
Gumby at the DIA (Photo credit: Jordawesome)
leadership, life lessons, management, mindfulness, motivation, training, work life

Shoop Shoop Shoop – Are You With Me?

mimijk

Driving home from yesterday’s 4th training session, the “Shoop Shoop Song” from “Waiting To Exhale” was playing in my head.  In many ways it’s also the perfect Friday song, and given some of the posts I’ve read this week, it’s appropriate for the end of what appeared to be a tough week.  Seems like a lot of us spent much of the week just waiting to let it go…

“And sometimes you’ll laugh, and sometimes you’ll cry

Life never tells us the whens and whys

But when you’ve got friends to wish you well

You’ll find your point when you exhale…”

You can add the ‘shoop shoops’ yourself – there are a lot of them.

Yesterday, I facilitated the last training session with the remarkable group of people of whom I’ve written before.  Next week, a colleague will join me for the last part of the program.  So in some ways, I had to say good-bye to a dynamic which has fueled, inspired and challenged me once a week for the month.  We’ll have a great time next week, and the team united as we know will morph naturally by the presence of a new person.  The thought of the upcoming farewells has my stomach more than just a little knotted.

Our topic yesterday was Performance Management – with emphasis placed on the fluidity of the process – the need for it to be a constant loop of communication, not the culmination of twelve silent months with no conversation about a person’s performance.  We addressed some of the real issues managers grapple with – the star employees who don’t receive enough feedback because ‘they know’ they’re terrific and other people require more attention; the poor performers who supervisors avoid because ultimately the anticipated hostility/tears/aggressive/defensive reaction (pick your adjective) is just too painful to endure.  The challenge of actively listening when studies show that adults really attend for about five minutes within a twenty-minute conversation.  How commentary is far more critical than a ‘score’ and how to move a firm and its people away from the numbers and in to substantive feedback.  Including the employee in establishing goals, and how to build those goals effectively.  We went straight through, with a quick break to bring in some lunch, and just kept going until we could go no longer.  They crushed it – figuratively and in a good way.  The examples provided, support given to those with a tough situation to handle, enthusiasm and trust in each other – all were so impressive.  They inspired me more than I can adequately describe.  Do you sense a ‘but’ in all of this?  Good – I’m so glad you picked that up.

When our sessions end, they go back to work.  At best their supervisors ask them if they’re enjoying the program, if they’re getting anything out of  it,etc..  That’s it – the curiousity and interest in the manager and his/her development stops there.   They are coming away from these meetings with new ideas, a renewed sense of purpose, some thoughts about bettering themselves and their department.  There wasn’t one person who affirmed that his/her boss would be interested in pursuing anything other than things as they are.  The most frustrating aspect of this reality, is that I just know what will happen to their enthusiasm, focus and intention.  Worse still, they do too.  I’m committed to being available to them should they need me,  but let’s be real –  as time passes everyone gets caught up in the rhythm of their days, and without someone encouraging movement and effort from their supervisors, there is an inevitable return to the norm.

If you are a director or C-level officer, are you really giving your direct reports the room, support and mentorship they need?  Are you working with them to formulate opportunities to practice that which they’ve learned once training programs end?  What’s your stake in their growth and how do you show that commitment?  I’m just wondering, because from where I stand this seems to be the most important part of your responsibilities and the easiest one for you to minimize or disregard.  I’m just sayin’…I know there are some exceptional senior executives who read this blog – it would be great to know what you do with and for those managers you send for professional development training once they’ve completed the program or class?

I will miss these Thursdays, yet that doesn’t diminish the value they have held for me.  I have met outstanding people, forged a bond that is predicated upon a shared desire to do the right thing for those they supervise and for their firms.  I wish them all the success, growth and all the happiness their hearts can hold.

So it’s Friday morning, and the sun is slowly rising.  The week ends with some exhausted by the emotional toll that the last few days have exacted; others are thrilled that the week has gone so well.  For everyone,  I hope the time arrives sometime today when you get to exhale.  Happy weekend all.

leadership, life lessons, management, motivation, training, work life

Schadenfreude? In This Economy?

mimijk

Funny how I think I’m going to write about one thing, and end up going in another direction entirely.  Upon further reflection, if you knew how I drive this is probably not so surprising at all.  I adamantly believe that whatever direction I’m heading is north, think I’m going over underpasses and have been known to turn a map upside down when navigating a return trip from wherever.  I get lost a lot, though I’m perfectly comfortable asking for directions.  But, I digress….

A very dear friend of mine quit her job on Friday.  She enjoys a successful career, working at the senior levels of management.  On Friday she reached a limit that no one should have to push, so she packed up her office, provided her resignation and walked out the door.  I’m not going to spend too much time extolling my friend’s impressive qualifications and talents – her success is evident in the tenure, promotions and stellar reputation she has earned.  Besides, this isn’t a paean to her (though she deserves one), this is a cautionary tale.

Why’d she resign?  Because her boss – a V.P. who should have known better – was a bully.  This woman focused her energies on making other people feel really lousy.  For months she badgered, verbally lashed and demeaned her direct report – a senior manager.  Do I believe the karma truck is going to roll up this person’s driveway?  Oh yeah..I do.  It’s already in ‘drive’, for she can’t fill the vacancies she has, and now has one more opening in a critical space.  My hunch is that ultimately she will be ‘outed’ and invited to leave.  One has to have pretty strong ego needs to diminish the people you most need to build up – the ones who have your back and are carrying a  heavy workload on your behalf.  Greater is the pity that she will undoubtedly be packaged out with an impressive amount of money.

I don’t need to remind any of you about the potential legal implications of such behavior.  That’s a discussion for another day.  Apparently the V.P. enjoys this reputation she has earned and savours the unhappiness and unease that she engenders in others.  The sad irony is that she was vetted after joining the organization and people began wondering why such a hire was made.  What makes this even worse in my mind is that in the male-dominated environment where they both worked, this woman found her key to the executive washroom by belittling the efforts of another woman.  The examples of the daily exchanges, meetings and unrelenting personal criticisms could fill a very long tome describing various types of professional hell.

At the end of the day, my friend is fortunate.  She isn’t shackled by golden handcuffs and isn’t beholden to anyone.  She is taking some well-deserved time to restore, and ultimately wherever she goes, she’ll hit it out of the park.  This organization, however?  It’s too large to fold because of one really bad apple in its highest ranks (or two or three), and it would be naive to think so.  But the cost of irresponsible vetting, questionable accountability at the top and a weak professional value system will be high.  Whether it is realized in turnover, legal claims or diminished productivity – the impact of self-centered oversight is profound, expensive and long-lasting.  It’s too bad there isn’t a Hippocratic oath for supervisors at every level – “first, do no harm”.  It’s too bad that in some organizations, a person can thrive while fomenting unhappiness among those for whom she’s responsible, and climb the ladder in her Laboutins by stepping on toes and heads instead of the proper rungs.

 

friendship, inspiration, leadership, management, training

High Hopes – Session Three

mimijk

Yes, I’m embarrassed to admit that this is one of the songs that repeated in my head as I drove home from my third training session yesterday….”everyone knows an ant can’t/move a rubber tree plant/but he’s got high hopes/he’s got high hopes/he’s got high-apple-pie-in-the-sky hope…”

What can I say, I can be such a geek that I even I shake my head in disbelief.

Yesterday we met for our third training session – using Bruce Tulgan’s “It’s Ok To Be The Boss” as our framework.  I like Tulgan; I love the participants in the program.  I’m already dreading our last day – I have received more from this arbitrary group of people than I could ever provide them in return by facilitating these discussions.  I need to share with you just some of what I have learned – or re-discovered while on this brief journey with this engaged group of people:

–  Trust first, second, third, fourth…They demanded trust – from each other and from me at the outset of our program.  Our ground rules began and ended with that premise – what happened in the program, stayed in the program.  We would share openly, without filters with the understanding that I wanted to be challenged and I would reciprocate.  What continues to inspire and delight is the amount of mutual respect that certainly has trust as its predicate, but is furthered by the efforts that are made to be of help to each other.  Yesterday we spoke at length about some of the people – supervisors and supervisees – that present the inevitable frustrations and challenges that are faced on a daily basis.  The energy expended in truly listening to the speaker and attempting to respond with constructive, alternative approaches was staggering.  And tiring – we were all pretty fried when the day ended while still looking forward to next Thursday for another exercise in enthusiastic exhaustion.

– A network of people who do what you do, experience similar difficulties, share parallel objectives can provide more than just an opportunity to vent (which has its benefits, no doubt).  Your network can provide relevant suggestions,  commiseration, a dose of humor, perspective and  a sounding board for testing new ideas or strategies before bringing them forward to the powers-that-be.  And people in your network will hold you accountable to participate in kind.

– Shame on the C-level or director-level people who encouraged the participants’ attendance and never really intended to help them move forward with the very real challenges that these managers are facing all the time.  Since most of the people who read this blog never worked with me, I can risk being redundant  – hopefully without boring you.  Law firms face some difficulties which we haven’t addressed for years – an overabundance of local and global administrative resources who aren’t busy, aren’t being re-tooled and are largely being ignored because it’s the easiest option.  Many firms are not as busy as they once were and work is not being distributed evenly – some partners handle the work typically completed by senior associates, associates grab for paralegal work, paralegals take on administrivia and ennui creeps into the environment like some sort of ivy from “Little Shop Of Horrors”.  Expectations and a sense of entitlement permeate the air, along with the hum of people listening to their iPods while shopping on Amazon or Groupon.  We realize this has happened; we haven’t made the hard decisions that would allow people to move forward.

We have been working during these training sessions – and these managers can provide some terrific thoughts about shaking off this pervasive inertia – an engaged leader would listen to them.  These are smart, committed, devoted people who want to get their departments operating at the highest professional levels.  Listen to them – do more than just asking if s/he liked the course.

– We are a team.  We are proof of the distinction between a group of people who happen to be serendipitously thrown together by time and circumstance.  We call each other on the play we did (or didn’t) effect, support each other as we strive to fulfill both individual and group objectives and decisions are transparent.  The day is long, we take short breaks, bring our lunch in and get back in the game because we are all in it.  As one person lags during the 2:00 PM ‘I need a nap’ moment, another encourages him/her out of it with a cup of coffee (or the recommendation to get up and move around).  The rhythm of the day changes all the time – it’s my job to feel the ebb and flow and get us through in the most effective way possible.  That also means I often lead from behind – in other words, I let someone else take control of the conversation. It gives others the chance to control the direction of our dialogue, gives voice to specific concerns and provides a ‘safe’ place for people to practice their leadership skills.

– At the end of each session, each person writes about their ‘take-away’ from the day.  I take away a renewed awe at the tremendous results effected by a team of people from different generations with different cultural and ethnic histories  (so much more than that which can happen with a cookie cutter group of people).  I take away laughter and questions still to be answered and the humbling experience of watching someone have an “aha” moment.  I take away anticipation for next week and tremendous appreciation for having had the opportunity to spend the day with people who really want to exceed their own expectations.  I look forward, as always with “High Hopes”.  Happy weekend everybody.

discretion, humor, inspiration, life lessons, management, mindfulness, training

Damn You’re Good – Aren’t You?

mimijk

Well, yesterday was our second of five training sessions and I arrived home as energized and jazzed as I was last week.  I am totally smitten with the program attendees (in a purely professional way, of course).  I love their enthusiasm, candor, willingness to challenge me and question each other.  I am fueled by our shared laughter, engagement and commitment.  We’ve got some great mojo working and I’m with them every step of the way.  My hunch is that I’ll be with them even when our time together officially ends, for we are becoming invested in the relationships we’re building.

As I was driving home, some of our discussions replayed in my head (along with a series of Motown songs which had absolutely nothing to do with what I was thinking about).  I often say that we don’t realize how we are perceived by others – sometimes because we don’t want to know or don’t think it’s important to know.  Other times we don’t have an audience that is prepared to tell us.  So I’ll ask you – how good are you?  And at what?

Take the following test (and don’t feel compelled to share the answers – this is just between us)…

–  When was the last time you wrote a genuine, challenging goal – for yourself or in concert with one of your employees?  Do you really know how to write one?  I’m not talking about the over-used, over-touted SMART goal paradigm.  I’m talking about the one that comes from your gut and your imagination – reflective of the knowledge of where you’re heading, where your department should be going and what has to be done once you get there. (Hint – ‘scorch and burn’ is not a goal, though you get one point for using verbs that have some activity associated with them)

–  What are you doing to prepare your right-hand person for a promotion, how much have you increased his/her visibility to the powers-that-be?  What has that person done for their critical second?  Do you have a succession plan in your head and what does it look like?  If you’re going to re-organize, does your plan include a concrete intent to re-tool the resources you already have?

–  What have you learned from history that bears repeating?  What do you wish you had never attempted because it failed so miserably (you get serious points for taking the risk)?

–  Is your department terrific because it churns out work?  Is that your definition of ‘terrific’?  Does it also energize and re-energize itself, share accountability, reflect pride of ownership with strong cross-training opportunities?  What have you done to form a team as opposed to a group of people who just happen to work in the same area and for the most part, get along?

–  When was the last time you wrote a truly comprehensive, honest performance review which contained no surprises for the recipient – and shared it with the employee?  When was the last time you were able to get a straight, candid response from your people about how you’re doing?  Is that information important to you really?

You can ask yourself these questions with little modification within the context of your personal life as well.  What goals are you setting for yourself?  How do you want to ride this carousel – remember, you get only one ticket (unless you’re a cat, in which case rumor has it, you get nine).  What steps are you taking to focus on the little wonders that happen around us everyday?  I know, I know – this sounds trite and worthy of a good eye-rolling – but have you looked around lately?  Our magnolia blooms are resting their heads against the breeze; just the other day a hawk stood poised and still on the roof of our gazebo looking as if it was waiting to have its portrait painted.  My son wrapped me up in one of those mega-hugs that provide a transfusion of love that left me in tears (yes, I’m an easy cry – I’ve told you that already).  Two barn owls have returned for the season and fill the evening air with their hooting and I hoot right back (a ridiculous exercise, but I’m trying to relate on their terms).

I was looking at pictures of my mom and dad when they were young – wow, they were a gorgeous pair.  I miss them daily;  I ache to hear my dad call me ‘sweetheart’ or mom saying ‘hi schatzi’.  It’s more acute around the holidays, as I make the same meals that my mother did, served with some of the same tableware we had when I was a kid.  Am I making sure that I notice life??  Are you?  What am I doing to ensure that I live in gratitude and greater humility?  Did I laugh enough today?  What’s my plan to sustain my energy for this ride and could I do more to make sure I honor this time I’ve been given?  How often do I say “I love you” or “You made my day” – how often did I feel like I couldn’t care one way or the other?  What are your responses when you ask these questions of yourself?

So – how’d you do?  If you had the courage to pose the questions, you’re already ahead of the game.  If you have the conviction to re-visit the answers that you may like to change, you’re really good.  And the mere fact that you read this all the way through and maybe gave it a little thought – well, that makes you terrific in my eyes.  Happy Friday all and Happy Holidays to those who have traditions and beliefs that are honored this weekend.

anxiety, humor, inspiration, life lessons, mindfulness, motivation, training

A Very Happy Anniversary Of Sorts

mimijk

On March 31st, I celebrated my first year of ‘retirement’.  I put the term in quotes, because I don’t know that the word ‘retired’ is applicable – if you scramble the letters around, I think you get to a more appropriate description of my state of mind – ‘tireder’ and/or ‘retried’.  I had grown more and more tired of trying to retain a culture and philosophy that in an evolving firm had become outdated and probably to some, pretty hokey.  I had tried too often to excite senior management about employee engagement, accountability, career development, and the joys of communicating in any manner that didn’t require technology.  At the risk of redundancy, I was so flippin’ lucky – I worked in a firm that embraced me and my crazy commitment until I realized that it was time for me to pack it in.  I wasn’t going to be able to contribute anymore – the train was pulling out of the station and I chose not to buy a ticket.

But – it’s still an anniversary.  I should get a  present or something (note to self – talk to husband).  It’s been a year of tremendous growth, with incredible highs coming from places I would never have expected and dark blues that I hadn’t anticipated which gripped some days with vice-like intensity.  I’ve learned that retirement doesn’t separate you from your convictions (I know, big duh if you’ve been reading my blog) – I still care as passionately about the principles I followed when I was working full-time.  I’ve learned that you are not going to be defined by what you did for a living but how you lived while you were working.  Over the course of this past year, I’m sure I have been vilified and canonized – perhaps even at the same time, remembered fondly and with derision – that is the territory of all who have experienced extended employment tenure.  And I’ve learned that it really doesn’t matter – what counts is my continued love and commitment to the people who have remained my friends.

I discovered that working independently is both freeing and lonely.  A side benefit of going to work each day is having people to engage with, who are also struggling with intense workloads and challenges as well as lives outside of work that they are struggling to stay connected to.  The transition from 200 emails in my inbox each morning that required me to accelerate from 0 to 60 pre-coffee, to coffee and the paper first with no rush to get out the door wasn’t easy (though I have come to LOVE it).  Connected to that intensity was the implicit need that others had for me in one way or shape or form, and I liked that.  Finding a new rhythm was a challenge – knowing I had a groove, but not knowing where the hell I was supposed to dance.  Consulting has provided an excellent segue for me – allowing me the freedom of self-exploration with the structure of developing meaningful programs and training opportunities.  It’s also given me time to hang with my kids who are local (when they’re not working or with their spouses), go to the gym, make some new friends, be a better friend to my old friends, and continue to fight with a bit more focus on a body that keeps throwing me medical surprises and loops for which I’m never prepared.  That old Faces song “Oh La La” reprises in my head “I wish that I knew what I know now/When I was younger”…

Finally I have learned that there are phenomenally talented, generous people out there in Bloggerland who teach me something new every time I read their posts, share a conversation online or exchange a ‘shout out’ in appreciation for their tremendous efforts.  These virtual friends evoke very real emotions within me – I celebrate their success, try to answer the questions they pose of their readers, laugh, etc.  Sometimes it feels like there’s lots of virtual hugging going on – and quite honestly, long may it continue.  These writers have inspired and humbled me.  When I started this in mid-January, I had no idea what I was doing.  I still don’t – but now it doesn’t bother me as much.  There are many more who have been more successful, but there are unquestionably few who have derived more delight and connection than me.  So, Happy-Sorta-Anniversary to me…may new adventures still greet me each day.  “Life was meant to be lived. Curiosity must be kept alive.  One must never, for whatever reason, turn his back on life.” — Eleanor Roosevelt (and agreed to this day, by me :-)).

leadership, management, motivation, training, work life

So You Want To Rock The Management World?

mimijk

Oh boy, are you going to be mad at me when you’re done reading this.  Reader be kind, and understand that sometimes the best advice may not make your top ten choice for best lyrics and the rhythm may be hard to dance to, but it is destined nonetheless to replay in your head ceaselessly (kinda like “Mandy” by Barry Manilow – you want it to leave, and it stays and stays and stays…).  I hope today, I am your “Mandy”….

I began leading a five part training program yesterday, working with new managers and supervisors on the fundamentals of their jobs now that they are responsible for people other than themselves.  We had an energetic and productive day; the conversation was lively, thoughts were unfiltered because the environment was conducive to the trust and acceptance that comes from working on a level playing field.  We’re all looking forward to next Thursday.  Do you hear a ‘but’ in my written voice?  Please tell me you do, for there is one.

Here it is – if everything went so well, why do I feel ambivalent about the results?  Why are these engaging people attending this program? (“Oh, Mandy….”).  I know the obvious answers – the syllabus looked intriguing, they need/want training that will enhance and/or introduce new skills to their managerial toolkit, their supervisors want to feel like they are according them with professional development opportunities, etc  (“You came and you gave without taking…Oh, Mandy”).  I get all that.  Each person left with a detailed commitment to doing one thing differently before next week.  And their takeaways were good.  Talk about ‘koombaya’ moments – it doesn’t get much better for someone like me.

Yet with all this good stuff, there is a reality that can’t be ignored.  The supervisors of these people – whether at the C-level, director, administrator – regardless – send people to training with some implicit expectation that they will emerge more seasoned, greatly enhanced and/or permanently, positively changed by the experience.  The supervisor gaveth the training, and the new supervisor is now minted.  Well, I’m going to shoot myself in the foot here – give me a moment, while I consider the value of self-harming…hmmm..

Ok, I’m going to do it anyway.  Sending people to training – even the most outstanding training on the market – doesn’t mean a damn thing if you are not planning to hold people accountable for their post-training results.  It is critical that supervisors expect that along with attendance comes a post-seminar conversation that addresses any ‘aha’ moments the individual may have had, what revised goals or objectives might be derived as a result of the training and then (drumroll, please we’re getting to the bridge of “Mandy here” – oh, and can I have a shield to protect me from your pelting tomatoes)  – you have to hold them accountable.  There is no training in the world that is going to catapult a new supervisor into the sphere of rock stardom.  No course is offered from which managers will emerge forever changed – unless someone is following up with them.  People may feel short-term inspiration, pumped up about the interesting conversations and ideas, hopeful that they can now deal with a challenging employee in a new way.  But you know as well as I, that the ROI is not measured in the first days post-training (“But I sent you away, oh Mandy….”).  It is measured in the engagement of employees within the department, the quality of the intra-and-inter-department communication, the effectiveness and facility with which newly trained managers pay-it-forward.  As I have said before (sigh…”And I need you today…”) – people aren’t ‘managed’; people are ‘developed’.  That takes time – your time.  How accountable do you hold yourself for ‘developing’ your people?  Tougher question – how accountable do you hold yourself for getting involved in the professional progression of your people post-training?  Besides asking how the program was, what do you do to ensure that their ‘takeaways’ become organic elements of their management style?  How often have I heard a participant say, “My manager would never let me do that”, “How can I get my boss to see that this is really a good idea?”, “I have the title, but not the authority to really impact the team”….

So there’s my big ‘but’ (please note the spelling of the word) – If you’re going to invest in your people financially, recognize that it doesn’t get you off the hook.  It puts you directly on it – as it should.  You are now going to have to invest your time, your flexibility, your willingness to walk the walk and talk the talk if you want to truly maximize the impact of  training and development programs.  It’s so not about the money – it is so about you.  After all…”…[you] write the songs that make the whole world sing…..”  Sorry, I couldn’t resist.