The Right People And The Right Company Culture

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Leaders should participate but not dominate or intimidate while they are there. Kat showed up and participated, but she let her team shine.

The team had gotten together before the session and set learning objectives. Instead of being instructed to just show up for the event, the participants went in with clearly defined goals of what they wanted to learn.

They were motivated to be there and they understood why they were. They requested — and received — pre-training “homework” so when they walked in the door, they were ready for the day.

The Value of Post-Training Coaching
The company negotiated — up front — for post-training coaching.

The participants knew they had resources available to them after the event and, moreover, knew they would be held accountable for their results.

Behavior changes and skill implementation are more venezuela telegram data easily achieved when the individual knows that they have their leader’s support.

Faster Implementations Creates Higher ROI
They created action plans before they left the room.

The session was high-energy, creative, and collaborative, but that is only a part of it.

The team wanted to make sure there was ROI and realized that the quicker they implemented what they learned, the greater the probability they would retain the training content and see results.

They chose to stay late to make initial plans, and the right people were in the room.

This points to two things: The company is very selective in its hiring process (evidenced by low turnover and high morale) and the people in the sessions had high buy-in to the spoils of improvement.

The company culture also reflected that learning and development was the path to innovation and innovation was the path to profitability and success. The company had hired people that agreed.