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/Rachel Matthews 9 ways to roll out your management programme successfully

Whether you’ve got 10 or 10,000 managers in your organisation, the likelihood is there are areas for improvement and personal development.

Rolling out a new programme to your people may be something you’ve done thousands of times, but if you want to ensure you are seeing the best possible results it’s important to test new ways to increase engagement and success. Here are 9 things to consider when rolling out a management programme to your people.

Think about logistics

How is the programme going to run? Is it a face-to-face event? Is there supporting digital learning? Are you creating a fully blended solution? Think about what your people will physically take away from the event and how they will engage afterwards. Is there an opportunity for them to talk to each other easily? Is there follow-up support available? Try to think of every angle possible to avoid any emergency changes later on and to ensure its long-term success.

Decide who is going to attend

This isn’t as simple as ‘managers with x amount of staff’. Really think about the benefits of attendees, and be strategic about who you put into each cohort. For our Management Development Programme, we encourage organisations to send managers from different areas of the business, or different offices. This creates a mini club, improves interdepartmental networking and also avoids any discomfort with discussing specific events during the programme.

Piloting the learning

9 Ways To Roll Out Your Management Programme Successfully

Don’t rush to deliver your programme without piloting it first. You’ll already know that you always get useful feedback from a pilot, even if it only reinforces that the design is fantastic, but to have tried and tested it, and gained knowledge on how to improve it will help prevent any issues and changes further down the line.

Position it as a cultural change

Establish what the programme is going to achieve and make it a cultural change. This is important if the programme is aimed at a change, rather than upskilling. To establish if this is appropriate, decide what the long-term impact of a programme is going to be. This will help you decide whether you are upskilling your people with business skills or changing the organisation’s culture. By creating a cultural change where appropriate, you’ll create a buzz that will hopefully continue long after the learning has finished, ensuring long-term improvement.

Build excitement

Building excitement for a programme is imperative to ensure desire for attendance. Perhaps make the programme exclusive initially, or make sure it seems prestigious in some way. Knowing your people will be useful here – if you understand what they hold in high esteem, you’ll be able to use this to build excitement for your solution.

Engagement

Even after the initial excitement is built, it’s important to ensure it remains front of mind for your managers. You need to keep them engaged! Use engaging content, video clips, posters and even direct mail to build engagement. Find out more about engaging your learners with our whitepaper.

Communicate effectively

This isn’t just about letting them know dates, times and pre-programme work. This is about really communicating the benefits of the programme to them. With everything you create or write about the programme, be sure to ask yourself these two key questions: Why should they care? How is it going to make their life easier?

Know, and use, your key stakeholders

Once you’ve identified your key stakeholders, be sure to influence them appropriately and use their knowledge and abilities to improve your chances of success. Capitalise on their their buy-in and support for the programme and get their help to build excitement among learners. Be sure you know your stakeholders well, and understand how they can help your programme be a success.

Continuous improvement

Measurement and evaluation of the programme, as it goes along, is really important. Even with a successful pilot, it’s unlikely that the programme can just sit on the shelf and never change. Be ready to adapt it as necessary, as you did with the pilot programme, and communicate this appropriately to your managers.

 

Is there something else that you’ve tried? Or anything you would add to this list? We’re always keen to understand people’s ways of working and ideas that can be used to improve training delivery. Or, if you’d like to have a chat about how we can help you roll out your programme successfully, get in touch with us today.

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Rachel Matthews

Rachel Matthews, Strategic Marketing Manager

In my blogs I will look at industry constraints and issues and problems that employees face in their day-to-day work lives.

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Copyright © 2017 Bray Leino Learning

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