| responses | date | author |
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I just thought I would provide an update... The training eventually took place 2 weeks ago (delayed due to the volcanic ash) and the "boss" sat in for 3/4 of the day, of the 20 attendees only a couple knew him anyway and the remaining attendees had only heard of him. In the event it went down very well (I think it helped as he is actually a decent chap as well) as he did his best to put them at ease at the start but also ensured his message was put across as well by "chipping in" occasionally. When he left a few questions were put back to him from the attendees. But all in all it went down better than I expected. Many thanks for your responses
| 01/06/2010 | Patrick Horne |
Hi Patrick
On a training programme I organised recently on Customer Service, the Managing Director did the introduction to the day and returned for the last hour of the training session to answer questions. Questions were gathered during the day by delegates writing them on post-it notes anonymously and added to a flipchart of 'Ask the MD'. This encouraged more open/searching questions rather than asking him directly.
If the Head of Finance is really serious in 'getting to know' his staff he could offer an incentive - I know one Director who carried out a prize draw at the end of the day for anyone who had asked a question and offered himself as 'A Slave for the Day' to the winner. He was prepared to turn his hand to any task (as long as it was both moral and legal!)
| 09/03/2010 | Claire Fellows |
Hi Pat
Just a couple of thoughts. If the Head of Finance genuinely wants to get to know the staff better, why does he have to wait for a training day? Has he also mentioned whether he wants his staff to get to know him better? I suspect that his presence might intimidate many of the people present. He is the client though and if he wants to be there, then he should be. If he genuinely wants to get to know them and understand them better, then he should be welcoming feedback positive or negative. Good luck with the day. Harry Gilfillan
| 08/03/2010 | Harry Gilfillan |
Hi Patrick I completly agree with you, I don't think the boss who is 8 layers above been in the training room. Staff need to feel at ease and know that what they say and do is as open and honest as it can be. staff will not open up to a boss if he wants to interact with his staff and get to know them then the training has to be different it would have to involve mangement with a bottoms up approach to enable staff to open up a little. Or he needs to go back to the 'floor' to learn their job roles and perhaps interact with thme that way.
Val
| 08/03/2010 | Val Barrett |
Hi Pat, If the training is only knowledge and understanding of the subject it will be fine having the boss there, however with training containing more attitudinal and behavioural aspects the boss being there will stop the free-flow. Steve
| 08/03/2010 | Steve Commander |
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Hi Pat. I often face this dilemma! As you say, the presence of the Head of Finance is bound to have an influence on those taking part. What I can't gauge (and you may have trouble gauging) is what kind of influence this will be. A desire to "get to know staff better" and "see what is happening" is to be encouraged. My approach would be positive towards involvement but to talk candidly to the H of F about how he explains his involvement, then agree some clear guidelines that will help everyone to see his presence as an opportunity and not a threat. It could also be a real opportunity for the H of F to try out some new skills like active listening and appreciative enquiry! Good luck with your day! Phil England
| 08/03/2010 | Phil England |
Hi Pat,
I agree that it would be better for the manager not to be in this session, and that a introduction may be more appropriate.
Time allowing, is there any possbility the manager could run a 1hr workshop or feedback session after?
I did this in a similar situation, and it worked really well. Can the manager in question think of businss related questions e.g how can this product be more successful, or what different marketing opportunities may be availalale for.... (I obviously don't know yur industry!)
Group the particpants in 6's, then ask them to think really 'blue sky', about weird and wonderful soultions. They then 'present' their ideas back to the manager in their teams - and he talks to them in a really positive way about the ideas, and about them..... It gives the manager the opportinity to see it from their point of view, things they woul like to see happen, he can also without being too negative or dismissive give business reasons as to why the suggesion may/ may not work, but always that at least one idea will belooked in to.
Just a thought!!
Kate
| 08/03/2010 | Kate Doyle |
Hi Patrick
I think you're both right. Can you possibly build in a question and answer session? Collect questions and views through the day from the teams and then the Head of Finance turns up - say during afternoon break - to provide a response. If this is a 'banging heads' together type day then I'm sure there will be plenty of stuff coming out in your training which you'll be able to use to ensure that his time (and the group's) is well spent.
If you act as the initial 'questioner' then you'll find that the staff will soon open up once the ball starts rolling - at least that's usually the case in my experience.
| 08/03/2010 | Clare Forrest |