Getting Managers More Engaged

I know that a learner's manager has a big impact on whether training produces results. But it is hard to get them engaged! What can I do to get managers more involved so I can boost learning transfer?

You are right. The research is clear: a learner's manager can make or break the success of any training program. So it is absolutely vital to get them engaged and supportive.

The first step is to be sure that they know how important their role is. Many managers don't fully appreciate the extent to which they impact the return on the training investment for their department. Have you shared the data with them about how important their support is? If not, do so. Be sure your communication answers the WIIFM question (What's In It for Me?) by showing them how a modest incremental investment of their time and attention can pay big rewards for their department and reputation.

Second, be sure they know what they are supposed to do. It doesn't do any good to just exhort managers to "Do more pre- and post-course coaching!" if they do not know what it is they are supposed to do. Our clients have discovered that one of the big impediments to getting managers more involved is that no one has ever been explicit about exactly what they are supposed to do. They discovered that when they provided managers with an easy-to-use process and practical tools, many more of them became successfully engaged with good results.

It's important to provide performance support for the managers in terms of easy-to-use job aids, forms, and completed examples. We wrote How to Get Your Money's Worth from Training and Development at the urging of our clients so that managers and participants would have step-by-step guides to getting the most from training and so that learning organizations wouldn't have to keep re-inventing the wheel. It includes numerous tips, coaching guides, self-assessments and completed examples which are available on the Pfeiffer Website with the purchase of each copy.

Ideally, you should train managers to fulfill this important role. For example, Geoff Rip of ChangeLever International has been working with companies within Australia to treat learning transfer as a critical leadership competency so that it receives the appropriate attention. If you can't get managers together in person for the training, consider using an e-learning program such as How to Get Your Money's Worth from Training.

Bottom line: A manager can enhance or destroy the value of training and development. Learning professionals need to include plans to enhance manager involvement as part of designing the "complete learning experience."

A number of the members of the Six Disciplines of Breakthrough Learning Linked-In group are doing innovative things to better engage managers. That group would be a good source of suggestions; you may want to join if you are not already a member and pose your question there as well.

How about the rest of you? What are you doing to engage managers? Join the discussion at: The 6Ds LinkedIn Group and the FHC Blog

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