Thank you for taking the time to meet with our team today. Although short, it was a great opportunity to hear your viewpoints.
At the risk of my continued tenure within this organization, and much contemplation, I feel compelled to speak up. Regarding your question about the “5 Behaviors” training that our team recently completed. First, let me state, this is NOT a letter of complaint in any way. On multiple occasions, I have been advised that there is an L&D perception that I speak inappropriately – which is why I no longer give feedback.
Regarding your question about the value of the recent “5 Behaviors” training
OVERALL FEEDBACK: Brandon did a great job facilitating.
• Lengthy course; Actionable, evidence-based steps needed …show more content…
specifically stated that she would follow-up and address with her direct managers. Improvement: As a result, Daryl gathered his team together (several times) and publically stated that Kim tasked him with improving communications within the group, and addressing individual issues highlighted during the sessions.
• Daryl has made a concerted effort to maintain dialog within the Sales Design team on a periodic basis. Shannon, Daryl and I had regular meetings at Plano thereafter. Improvement: we discuss frequently since we are in immediate eyesight.
• Daryl has changed his behavior regarding keep us informed regarding the decisions made in the weekly Sales Rubrik meeting (Zanetta, Daryl, and Laura G). Before, when the meeting was held and Shannon and I would not find out the decisions and action items until several days later, or when the Sales Effectiveness team members/ Sales Facilitators happened to mention the decision. Improvement: Daryl takes notes in the meeting and sends a follow-up email message within 24 hours. Benefits: We all “hear” the same message and in a timely manner – at least about that meeting. Recommendation: We need that same fast turnaround throughout the teams – because other decisions are made and communicated more slowly, causing the rumor mill to …show more content…
MY RECOMMENDATION:
• The team members need a standardized, realistic yardstick/ checklist/ tool from which to measure daily interactions / expectations from their managers. We are not consistent.
• The team members need opportunities to “work for a day” as a manager and handle activities / issues that an L&D manager would handle – even as a simulation. When you walk in someone else’s shoes, you gain a completely different perspective and appreciation. After several years in training management, responsible for P&L, hiring and firing – I can recognize and appreciate the efforts of the L&D management team.
• An anonymous survey (or alternate method) to the entire team giving them an opportunity to voice comments (not Level 1 ratings), of their desired outcomes, working solutions to work their team members, working conditions, and managers would make the “lowered voices” within the team feel empowered, appreciated, welcome and
At the risk of my continued tenure within this organization, and much contemplation, I feel compelled to speak up. Regarding your question about the “5 Behaviors” training that our team recently completed. First, let me state, this is NOT a letter of complaint in any way. On multiple occasions, I have been advised that there is an L&D perception that I speak inappropriately – which is why I no longer give feedback.
Regarding your question about the value of the recent “5 Behaviors” training
OVERALL FEEDBACK: Brandon did a great job facilitating.
• Lengthy course; Actionable, evidence-based steps needed …show more content…
specifically stated that she would follow-up and address with her direct managers. Improvement: As a result, Daryl gathered his team together (several times) and publically stated that Kim tasked him with improving communications within the group, and addressing individual issues highlighted during the sessions.
• Daryl has made a concerted effort to maintain dialog within the Sales Design team on a periodic basis. Shannon, Daryl and I had regular meetings at Plano thereafter. Improvement: we discuss frequently since we are in immediate eyesight.
• Daryl has changed his behavior regarding keep us informed regarding the decisions made in the weekly Sales Rubrik meeting (Zanetta, Daryl, and Laura G). Before, when the meeting was held and Shannon and I would not find out the decisions and action items until several days later, or when the Sales Effectiveness team members/ Sales Facilitators happened to mention the decision. Improvement: Daryl takes notes in the meeting and sends a follow-up email message within 24 hours. Benefits: We all “hear” the same message and in a timely manner – at least about that meeting. Recommendation: We need that same fast turnaround throughout the teams – because other decisions are made and communicated more slowly, causing the rumor mill to …show more content…
MY RECOMMENDATION:
• The team members need a standardized, realistic yardstick/ checklist/ tool from which to measure daily interactions / expectations from their managers. We are not consistent.
• The team members need opportunities to “work for a day” as a manager and handle activities / issues that an L&D manager would handle – even as a simulation. When you walk in someone else’s shoes, you gain a completely different perspective and appreciation. After several years in training management, responsible for P&L, hiring and firing – I can recognize and appreciate the efforts of the L&D management team.
• An anonymous survey (or alternate method) to the entire team giving them an opportunity to voice comments (not Level 1 ratings), of their desired outcomes, working solutions to work their team members, working conditions, and managers would make the “lowered voices” within the team feel empowered, appreciated, welcome and