Supervisor Training Effectiveness: Best and Worst Practices
Managers and supervisors are promoted or hired in to lead. There is still a myth prevalent in the work world that placing someone in a leadership role makes them a leader. Truth is that much like playing the piano or a sport, excellence at supervision requires training, coaching, practice and feedback.

 

When your company invests in the time, talent and resources to conduct supervisor training it needs to be evaluated for effectiveness.

Best Practices

• Involve all stakeholders (training designers, a few of the candidates for the training, executives, participants’ managers, HR, external providers). The job of the stakeholders is to clarifying who is responsible for training effectiveness. That would be all the stakeholders. The trainer owns design and delivery of the training. Who is the responsible party for the effectiveness of the training? The answer is simple. The stakeholders.
• With the stakeholders, establish before the training is designed or conducted how success will be measured.
• Make certain all stakeholders have shared and created a clear picture on expected outcomes.
• Designate a resource to collect, track, analyze, and communicate findings to build the business case for the value of the training, or build the case for modifications to the training.

Worst Practices

• Provide supervisor training based on the expectations of only a few. Involvement and input must require accountability with all stakeholders, not just the trainer or the learners.
• Expect training to be a sole solution. Training is not like a vaccine or baptism.
• Determine evaluation strategies after the training has been completed.
• Select outcomes that cannot be measured.
• Use evaluation data to cast blame and point fingers versus to modify and improve the training content and approach.
• Share evaluation results and data with a limited few key parties and not with executive management.
• Most companies, banks and credit unions for example, track everything that matters in their business. Are they, are you tracking training? 

 

Still learning,

Honey

 

Writing Like A Pro

 

Avoid Technicalese
Technicalese is the overblown style that makes writing sound as if it were written by a robot. Sometimes it’s tempting to use technicalese as a way to emphasize our knowledge of the topic. However, loading up your writings with jargon, clichés, antiquated phrases, and passive sentences only makes your text more complex than it needs to be. Make your writing more direct and vigorous by using the active voice to overcome this habit.
For example:
Passive: Security of a credit card is provided by the four digit pin code.
Active: The four digit pin code provides credit card security.

Lengthy Sentences
Lengthy sentences tire your readers. A survey by Harvard professor D. H. Menzel indicates that a sentence becomes difficult to understand when it exceeded 34 words.  Test how readable your writing is at www.readability-score.com

KISS - Keep it Simply Simple
Don’t use overblown expressions such as “it is a well-known fact that” or “it is the purpose of this writing to”. These take up space but add little meaning and clarity. Use simple words instead of wordy phrases.

Attention all Trainers!
Make this Your New Year’s Resolution
Train the Trainer Boot Camp
 

Be on the Lookout

Always be on the lookout when you are reading for excellent writing.  When you find it consider the writer’s style, sentence structure, succinct directions and descriptions.

 

 

Still learning,
Honey

12 Tips on Coaching Employees

Coaching isn't about telling, it’s about engaging the other person. First engage and then listen! Are you charged with inspiring, guiding and engaging others? If yes, that calls for you to “up your game” with coaching expertise. Put these tips to work for you as a coach.




Here’s a dozen tips that will improve your coaching effectiveness:

1. Have a clock where both parties can see it – even take off your watch and put it on the table. Confirm from the start how long the coaching session will last.
2. Quickly create an agenda if one wasn't established in advance and prioritize the central points.
3. Concentrate as much as possible; avoid thinking about your next response while the other person is speaking.
4. Take notes on what you hear; documenting and follow up are key.
5. Never coach from behind your desk.
6. Use affirming body language to show your employee you are focused on what is being said.
7. Have patience when your employee is speaking, especially if they need time to explain something.
8. Maintain as much direct eye contact as you can.
9. Keep your cell phone out of the coaching session.
10. If you are in your office turn on the do not disturb button on your desk phone.
11. Hang a sign on your door requesting to not be interrupted.
12. Smile and be as friendly and sincere as you can when your employee is doing the talking.

If you are the coach put these to good use. If you are the employee that is fortunate to have a supervisor that strives to excel as a coach take note. You have many of the same responsibilities that your coach has and you can tap into these twelve suggestions in order to make MVP!

Still learning,

Honey

Five Keys to Exceptional Teamwork

Coaching isn't about telling, it’s about engaging the other person. First engage and then listen! Are you charged with inspiring, guiding and engaging others? If yes, that calls for you to “up your game” with coaching expertise. Put these tips to work for you as a coach. Here’s a dozen tips that will improve your coaching effectiveness: Have a clock where both parties can see it – even take off your watch and put it on the table. Confirm from the start how long the coaching session will last. Quickly create an agenda if one wasn't established in advance and prioritize the central points. Concentrate as much as possible; avoid thinking about your next response while the other person is speaking. Take notes on what you hear; documenting and follow up are key. Never coach from behind your desk. Use affirming body language to show your employee you are focused on what is being said. Have patience when your employee is speaking, especially if they need time to explain something Maintain as much direct eye contact as you can. Keep your cell phone out of the coaching session. If you are in your office turn on the do not disturb button on your desk phone. Hang a sign on your door requesting to not be interrupted. Smile and be as friendly and sincere as you can when your employee is doing the talking. If you are the coach put these to good use. If you are the employee that is fortunate to have a supervisor that strives to excel as a coach take note. You have many of the same responsibilities that your coach has and you can tap into these twelve suggestions in order to make MVP! Still learning, Honey

Five Step Approach to a Coaching Session

There are many skills that impact becoming an exceptional supervisor, however, none of them could compare to developing effective coaching skills.

Coaching is a powerful approach to developing employees. Coaching focuses on improving job skills and knowledge and confirming the results meet expectations. Supervisors and managers need to routinely coach – at least monthly. Coach employees on new techniques to make their job performance improve or when regulations change, for instance. Coaching encourages employees to evaluate their performance, reinforces satisfactory performance, and can be an outstanding tool for improving productivity and behavior. Because coaching focuses on communication and ensuring ongoing feedback, employees generally value the approach.

Differences in employees, tasks, and circumstances make every coaching discussion you have unique. Some discussions will be long and complex; others, short, covering a single topic. However, every coaching discussion should follow an approach that ensures that the practical need to understand and accomplish the goal of the meeting is met.

Whatever types of coaching interactions you have, you can put this 5 step approach to work for you.

 

1. Launch

The launch sets the stage for the discussion and provides focus. It is the time to cover the discussion’s purpose and why it is important to everyone involved and to the task at hand.

• State the purpose and importance of the discussion.
• Review or create an agenda.
• Find out if the employee has topics to add to the agenda.

 

2. Explore

This is the fact-finding step.

• Review background information.
• Raise issues and concerns.
• Don’t jump to conclusions.

 

3. Develop

Explore appropriate topics by asking questions and sharing ideas to help the employee determine the best way to goal achievement.

• Develop and explore alternative solutions or actions.
• Ask questions.
• Challenge assumptions.

4. Agree

Before closing the discussion, it is important to check for agreement.

• Agree on solutions.
• Summarize – this is the job of the employee to confirm understanding and clarify who has agreed to do what by when.
• Provide encouragement, but make sure the other person remains responsible for taking action.

5. Conclude

• Make sure all follow-up dates (for taking action, reviewing progress, continuing the coaching discussions, etc.) have been set.
• Document the summary, any agreements and all follow-up actions.
• Express confidence regarding the employee taking the action agreed upon.

Put this 5 step approach to work for you as you elevate your effectiveness in coaching others. You will be glad you did!

Still learning,

Honey

They Just Don't Get It!

How long has it been since you've said that? We have all been there, that's for sure. When we find ourselves thinking or saying 'someone doesn't get it' there’s no doubt our bell has been rung! Has your bell rung lately?

I used to hang out in the “I am frustrated about you lane” a little too much. It's a stressful place if you're there very long. I am well acquainted with the bell ringing and so is everyone else that manages or trains other people! Or works with the public! Or attempts to live with other people! Or drives in traffic!

So here's what I found out. It never dawned on me that I could choose whether or not to frustrate! Everything I do is motivated by my conscious or unconscious belief that it's in my best interest. The issue becomes – okay, just how do I learn what is and what isn't in my best interest. The key is gaining and maturing the knowledge I use to self-evaluate and self-correct.

I have learned a great deal about self-evaluation and self-correction techniques. I was taught by the masters - William Glasser, MD and Bob Wubbolding, EdD of a process duped WDEP. The acronym stands for:

• Wanting – what do I want?
• Doing – what do I need to do to get it?
• Evaluating – is the want good for me? Is what I am doing helpful?
• Planning – what will be my plan to get what I want?

Both men are accomplished authors. Dr. Glasser, an internationally recognized psychiatrist who is best known as the author of Choice Theory, a method of psychotherapy he created in 1965 and that is now taught all over the world. Dr. Wubbolding is the premier teacher and practitioner of this theory. I completed the Glasser Institute's three year program and obtained certification in Reality Therapy several years ago. I teach WDEP every opportunity that comes my way.

Speaking of teaching... if your job includes training others, join me for Train the Trainer Boot Camp and you will find out that there are critical factors in transferring training to learning. Put an end to people driving your crazy because you have trained them, you have told them and they didn't learn! It’s time to hang up your bell!

Still learning,
Honey

Clear a Path for Training to Stick

In all service industries, like a bank or a credit union, well done training can help build more business. Untrained or unskilled staff can run business off. Bank and credit union trainers have their hands full trying to build and provide training. Especially meaningful, effective training that fits a tight time frame and doesn't impede the work flow when people are pulled off the job to attend learning opportunities.

These same trainers need training. Invest in your trainers by providing them with what they need to contribute to the quality of learning at your company! Train the Trainer Boot Camp will give your trainers what they need in order to map out the training route and get the company to the destination that is spelled out in your vision and strategic plan!

When it comes to quality training, training that sticks, set your sights on your destination, map out the route and pay the toll. Clear a path for training to become a rock solid contributor to your culture, efficiencies and bottom line.

Everyone invested in your company hopes that the staff – from top to bottom - is well-trained. Are you using hope and luck as your strategies for making training a priority or do you enjoy the comfort that comes with developing well-heeled, training professionals, strategic goals and a strongly communicated plan? I am sure you would agree you need to rely on more than hope when it comes to people knowing how to do their job so that the company can build a well-earned reputation for excellence among customers, regulators, peers, investors and the community.

Let me ask you this, at times do you find yourself thinking we sure are lucky that we have people who know what to do and how to do it? Certainly, being grateful for the talent and skills of the staff is admirable and a best practice when expressed. However, should the hope and luck strategies crash, you will be even more grateful you aren't working in a hospital!

Why wouldn't the company want to take the same stance as a highly respected hospital or a well-run restaurant when it comes to training? Training is about preventing problems, solving problems, enhancing confidence and building collective and individual intelligence. Give your trainers the support they need so they can help clear the path for training to stick.

Still learning,

Honey