How to Gain Leadership Buy-In for Your Training Program
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Leadership support is critical to the success of a training program, but many HR departments are challenged in building that bridge and actually gaining the support that is necessary. In this session, Shannon Kluczny and Katie Miller from BizLibrary will look at why leadership buy-in is critical and introduce a 10-step program to make it happen. You’ll walk away with ideas, guides and action plans to implement.
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How to Gain Leadership Buy-In for Your Training Program
- 2. Presenting Today Shannon Kluczny Chief Revenue Officer BizLibrary Katie Miller Marketing Specialist BizLibrary
- 5. I don’t have buy-in and need to learn how to get it. I want to learn why buy-in is important. I have buy-in and want to keep it. What is Your Objective?
- 6. 1. Top level management support 2. Effective communication and marketing 3. Managing change through program management 4. Aligning program and business objectives 5. Defining key objectives and benefits 6. Setting vision and goals 7. Building alliances and partnerships 7 Key Factors for Learning Program Success
- 7. The What and Why
- 8. What is Leadership Buy-in? Agreement on objectives Alignment with strategy Access to resources Informed decision making Established Trust Change management Shared Outcomes
- 9. 70% of strategic failure comes from poor execution – not the actual idea – having well defined processes and leadership buy-in will be the difference between success and failure SOURCE: Ram Charan, author of Execution: The Discipline of Getting Things Done Why is Leadership Buy-In Important?
- 10. Maturity Model
- 11. Leadership Buy-In Maturity Model bizlibrary.com | YOUR ONLINE TRAINING PARTNER 11 Why are we doing this. I don’t see the value. We don’t have time. I thought this initiative was dead. Regroup Confused
- 12. Leadership Buy-In Maturity Model bizlibrary.com | YOUR ONLINE TRAINING PARTNER 12 Regroup Tell me more about it Does it support our strategy What if we looked at it this way I see the possible benefits Sell Confused Interested
- 13. Leadership Buy-In Maturity Model bizlibrary.com | YOUR ONLINE TRAINING PARTNER 13 Regroup Sell What can we think about to move things Can you provide me with more details The justification seems appropriate Socialize Confused Interested Willing
- 14. Leadership Buy-In Maturity Model bizlibrary.com | YOUR ONLINE TRAINING PARTNER 14 Regroup Sell Socialize I will work to engage my team Let’s answer my remaining questions I’ll do my part to ensure quick approval Commit Confused Interested Willing Supportive
- 15. Leadership Buy-In Maturity Model bizlibrary.com | YOUR ONLINE TRAINING PARTNER 15 Regroup Sell Socialize Commit I can provide resources Let’s manage cultural change Can we accelerate the timeline This is good for the company Execute Confused Interested Willing Supportive Convinced
- 16. What Stage is Your “Leadership Buy-In? Regroup Sell Socialize Commit Execute Confused Interested Willing Supportive Convinced A B C D E
- 17. 10 Steps to Get Buy-In
- 18. Road to Success 10 Steps to Get Buy-In 1. Know your leader 2. Identify above or bottom line indicators 3. Connect to business strategy 4. Clarify problems 5. Make time to show the solution 6. Demonstrate thought behind the scenes
- 19. 7. Show collaborative effort 8. Build an accountability plan 9. Know timing 10. Be invested
- 20. Know your leader
- 21. Or bottom line indicators. Identify above the line… Sales Revenue Client Retention Employee Turnover Productivity Process Improvement
- 22. Connect to business strategy
- 24. Types of Strategies Employee Retention New Manager and Leadership Employee Engagement Skill Gaps Multi- Generational Compliance Competitive Advantage Succession Planning Dispersed Workforce Agility Sales Growth New Product Launch Productivity Employee Retention New Manager and Leadership Employee Engagement Skill Gaps Multi- Generational
- 25. Clarify Problems with Details
- 26. Make time to show the solution
- 27. Demonstrate thought behind the scenes
- 29. Build an accountability plan
- 30. Knowing timing
- 31. Be invested
- 32. Keep it Going
- 33. Align To strategies and business objectives Leadership Buy-In Maintaining Communicate Market and sell Promote positive change Plan Socialize the initiative Show progress Pushback on unrealistic expectations
- 34. Communicating how leadership can be supportive? Ensure buy in exists Learn from mistakes and move forward Constant communications Provide ideas Reward success Continued alignment to business
- 35. How to manage change or interruptions? Awareness Planning Communication Business Alignment Alternative leadership Continued alignment to business
- 36. Leadership Buy-In Best Practices Establish Trust Drive Change Get Started Manage Change Communicate Effectively
- 37. Questions?
- 38. How to Create Leadership Buy-In Video Lesson This lesson provides critical tips for persuading management to listen and seriously consider your ideas. From choosing the right timing to anticipating any problems, there are lots of things to keep in mind, and this video lesson will help you do just that! Video Lesson
- 39. Knowledge Management Video Series The "Best Practices and Knowledge Management" series of video lessons meant to give learners the tools to effectively exchange ideas in the workplace and continuously improve practices at every level. Video Series
- 40. Let us know through the poll if you’d like a free demo of BizLibrary’s online course collection. www.bizlibrary.com/demo Try out these video lessons and more!
- 41. Thanks for Attending! Shannon Kluczny Chief Revenue Officer BizLibrary Katie Miller Marketing Specialist BizLibrary
Notes de l'éditeur
- Again, thanks for attending today’s webinar: How to Gain Leadership Buy-In for your training program.
- My name’s Katie Miller, I’m Marketing Specialist here at BizLibrary, and presenting with us today is Shannon Kluczny As Chief Revenue Officer, Shannon oversees the Client Success and Sales Teams. Shannon has been with BizLibrary since August of 2003 and has succeeded in multiple roles working with clients and organizational process improvements.
- BizLibrary is dedicated to HR and learning professionals, focused on providing the best and most complete online training solutions. Our training content engages employees of all levels, and our learning technology is a dependable and progressive catalyst for achievement. Armed with our expert Client Success and Technical Support teams, clients are empowered to solve business challenges and impact change within their organizations. We make working with us easy and aspire to be your online learning partner. To learn more, visit us at bizlibrary.com! Enough about us, we’d like to go ahead and get things started here. Shannon, if you’re ready to go, we’re ready when you are!
- I don’t have buy in, need to learn how to get it I want to learn why buy in is important I have buy in and want to keep it There are very few absolutes in the world of employee training and development. However, one thing is true for all organizations: Without visible and substantive executive-level support, employee training efforts rarely deliver significant business benefits or ROI. One of the foundational challenges for HR and learning professionals is building and then maintaining executive level support for investments in employee training.
- Key Factors for Learning Program Success Ensuring you have top level management support Effective communication to stakeholders Managing change Matching project objectives to overall business objectives Defining key objectives and benefits from the start Setting vision and goals for project Building alliances and partnerships
- What is Leadership Buy-In? Top Down Support C-Level Executives Agreement on objectives and alignment with strategy Access to resources- people and products as needed Informed decision making- senior leaders need to understand options Established trust- both directions born out of proactive communication Fortitude/change management Shared outcomes – shared ownership and collective decisions on outcomes
- Why is it Leadership Buy-In Important? Why is it important? – 70% of strategic failure comes from poor execution – not the actual idea – having well defined processes and leadership buy in will be the difference between success and failure – Ram Charan, author of Execution: the discipline of getting things done
- So statements first- symptoms Conclusion Action Text transition for each section Buy In Maturity Model Overview- what you can expect and how to respond Confused Regroup Why are we doing this I don’t see the value We don’t have time I thought this initiative was dead Interested Sell Tell me more about it Does it support our strategy What if we looked at it this way I see the possible benefits Willing Socialize What can we think about to move things Can you provide me with more details The justification seems appropriate Supportive Commit I will work to engage my team Let’s answer my remaining questions I’ll do my part to ensure quick approval Convinced Execute I can provide resources Let’s manage cultural change Can we accelerate the timeline This is good for the company
- Buy In Maturity Model Overview- what you can expect and how to respond Confused Regroup Why are we doing this I don’t see the value We don’t have time I thought this initiative was dead Interested Sell Tell me more about it Does it support our strategy What if we looked at it this way I see the possible benefits Willing Socialize What can we think about to move things Can you provide me with more details The justification seems appropriate Supportive Commit I will work to engage my team Let’s answer my remaining questions I’ll do my part to ensure quick approval Convinced Execute I can provide resources Let’s manage cultural change Can we accelerate the timeline This is good for the company
- Buy In Maturity Model Overview- what you can expect and how to respond Confused Regroup Why are we doing this I don’t see the value We don’t have time I thought this initiative was dead Interested Sell Tell me more about it Does it support our strategy What if we looked at it this way I see the possible benefits Willing Socialize What can we think about to move things Can you provide me with more details The justification seems appropriate Supportive Commit I will work to engage my team Let’s answer my remaining questions I’ll do my part to ensure quick approval Convinced Execute I can provide resources Let’s manage cultural change Can we accelerate the timeline This is good for the company
- Buy In Maturity Model Overview- what you can expect and how to respond Confused Regroup Why are we doing this I don’t see the value We don’t have time I thought this initiative was dead Interested Sell Tell me more about it Does it support our strategy What if we looked at it this way I see the possible benefits Willing Socialize What can we think about to move things Can you provide me with more details The justification seems appropriate Supportive Commit I will work to engage my team Let’s answer my remaining questions I’ll do my part to ensure quick approval Convinced Execute I can provide resources Let’s manage cultural change Can we accelerate the timeline This is good for the company
- Buy In Maturity Model Overview- what you can expect and how to respond Confused Regroup Why are we doing this I don’t see the value We don’t have time I thought this initiative was dead Interested Sell Tell me more about it Does it support our strategy What if we looked at it this way I see the possible benefits Willing Socialize What can we think about to move things Can you provide me with more details The justification seems appropriate Supportive Commit I will work to engage my team Let’s answer my remaining questions I’ll do my part to ensure quick approval Convinced Execute I can provide resources Let’s manage cultural change Can we accelerate the timeline This is good for the company
- Poll Question What stage is your leadership buy in? A. confused B. Interested C. Willing D. Supportive E: Convinced
- 10 Steps to get Buy-In Overview 1. Know your Leader Identify above the line or bottom line indicators Connect to Business strategy 2. Identify the Strategy Ask questions Observe Survey Build Relationships 3.Types of strategies Agility Client Retention Competitive Advantage Compliance Dispersed Workforce Employee Engagement Leadership Multi-Generational Workforce New Managers New Product Launch Productivity Sales Growth Skill Gaps Succession Planning 4. Clarify Problems with detail Anticipate questions/concerns Present as part of the solution 5. Make time to show solution Demo Documents Video 6. Demonstrate thought behind the scenes Implementation Support Team Project Plans Map out 12+ months
- 7. Identify program impact Tie to business Results Impact Dollars 8. Show collaborative effort Departmental involvement Key stakeholders Support Team 9. Build an accountability plan Expectations Communications Project Plan 10. Know timing In advance of budgeting Timely to address problem Implementation planning Execution and launch planning *Extra Step*11. Be invested Give 100% to this cause Show that you care and WHY
- Know Your Leader – This goes beyond knowing who to target. There are things you need to know about the person you are seeking support from. Get to know their personality – this can help you determine the best or most appropriate approach to take. Your presentation will also be important to consider in this process based on how your leader likes to receive information. For example, do they prefer charts and graphs, detailed information to pour through or simply numbers? Identifying these upfront will ease your mind, but also allow your leader to be more receptive to the information you’re sharing.
- Identify Above or Bottom Line Indicators – It is important to plan and review numbers in advance. Be able to identify if the program you are proposing will make the company money or save the company money. Sharing this type of high-level data shows you’ve done your homework and really put pen to paper. This will tell your leader “what’s in it for them.”
- Identify the Strategy – Your approach to training must be aligned with the business, and this must be shared with your Leadership team. Mutual buy-in must occur. If you are not informed on your company’s strategy, this is your starting place. Tying a training program to a business objective, goal or challenge will identify you as a problem solver that can generate results.
- Connect to Business strategy Identify the Strategy Ask questions Observe Survey Build Relationships Types of strategies Agility Client Retention Competitive Advantage Compliance Dispersed Workforce Employee Engagement Leadership Multi-Generational Workforce New Managers New Product Launch Productivity Sales Growth Skill Gaps Succession Planning
- Types of strategies Employee Retention Employee Engagement New Manager and Leadership Multi-Generational Workforce Skill Gaps Agility Competitive Advantage Compliance Dispersed Workforce New Product Launch Productivity Sales Growth Succession Planning
- Clarify the Problems – Take time to anticipate questions or concerns in advance of your meetings. Practice your presentation with others for validation. Be able to address any anticipated concerns as a part of your presentation. This will represent forward thinking and minimize work after the fact.
- Make Time to Show the Solution – Be prepared to show or demo the solution. Be cautious however, to only demo when the timing is right. Don’t allow a solution or product to sell itself, even if you are sold on it. Allow your research and data to drive the presentation. Consider also including case studies or referrals as a part of the solution showcase.
- Demonstrate Thought Behind the Scenes – Regardless of the type of leader you are working with, some level of detail will be necessary. This is the time for you to share your plans. Be able to discuss what the implementation process would involve, resources necessary along with the timelines involved. In your planning, having a 12-month outline would be helpful.
- Show Collaborative Effort – Show that you’re not working in a silo. Take time to share your plans and ideas with others in the organization. Identify who all the primary stakeholders are along with what level of support will be required. Evaluate each department and build an internal support team.
- Build an Accountability Plan – Part of the discussion should include overall expectations. It is important to agree upon an accountability strategy for when the program is communicated out into the organization. Building an overall marketing plan is critical to a programs’ ongoing success. Allow the leader to participate and contribute their ideas here, based on the culture of the company. Will there be a carrot or stick mentality, and how will either be enforced?
- Know Timing – When approaching a leader for buy-in or support, timing can be everything. Be conscious of budgeting processes and business dependencies. It is important to be up to speed on what is happening at the macro level to ensure your proposal is not conflicting.
- Be Invested – Be certain to show enthusiasm, focus and credibility. Recognize that you are the champion and communicate that you’re prepared to take responsibility and own successes and failures. Firmly express that you’re willing and ready to do what it takes.
- Maintaining buy in Align – to strategies and business objectives – consider customers internal and external Plan – socialize the initiative, show how progress will be made , Push back on unrealistic expectations Communicate – market and sell, promote positive change
- How can leadership be supportive? Barriers to know about – Money, Time, Distract from core job Bias or ego Previous Experience – poor results or failure to sustain Lack of Knowledge How to maintain? What can go Wrong Lack of buy in Changing priorities Inadequate definition of goals Under resourced Poor change management Poor project leadership Inadequate communication
- How to manage change and relaunch? – interruptions or challenges and how to overcome them Do not Bias – cannot just communicate own experiences- objective perspective Compartmentalized thinking – intersecting with others Over-swinging – trying to hit homeruns Non-commitment Lessons learned and focus on moving forward Politics
- Getting started Starts with alignment up front- charter, scope statement, project definition Quickly shifts to team- internalize ownership, teams must be transparent, develop the plan Effective Communication Internalize vision Identify needs- identify all stake holders and their needs Develop plan – considers needs of all stakeholders Customize communications- what to share at a team level vs individual level Share news- good and bad news Identify responsibilities – who and when Evergreen plan – continuous Visuals- gauge or visual of how it’s doing Trust Key responsibility Between teams and management Earned through current performance Gained and earned through actions not words Change Management Process excellence implies change Many are intimidated by change and resist Resistance to change compromises results Initiative leaders must own and lead change Driving Change Establish sense of urgency Form a powerful guiding coalition Create vision for improvement Empower others to act on the vision Plan for short term wins Consolidate improvements and produce more Institutionalize new approaches
- Okay everyone, go ahead keep sending those questions over through group chat or Q&A. While you’re doing that, I’ll go ahead and share some of our recommended resources with you from the BizLibrary Collection. SEED QUESTIONS: How should I approach my leader when my boss doesn't support me? What suggestions do you have to approaching a leader that is really busy? My organization moves and shifts quickly, how can I figure out when a good time is for approach? I have approached my leader and he agrees, but doesn't have time in his scheduled to support me. What should I do?
- Our first resource is the video lesson, "How to Create Leadership Buy-In.” part of the “How to” series this lesson provides critical tips for persuading management to listen and seriously consider your ideas. From choosing the right timing to anticipating any problems, there are lots of things to keep in mind, and this video lesson will help you do just that! This resource is available in the BizLibrary Collection.
- Our second resource is a five-part video course on "Creating Accountability"! Things like inefficiencies, rework, defective products, misunderstandings, or theft, happen because there’s no one taking responsibility to fix them. This five-part video course will help leaders run the company in accordance with standards for performance excellence and help employees do the right thing, the right way, every time, all the time. It will also discuss how to build accountability with your teammates, co-workers, and company and help employees buy into an accountable culture. This video course contains videos for managers and employees, but individual contributors at any level will gain value from the content. Again, these resources are available in the BizLibrary collection
- You can try out these video lessons and courses by scheduling a demo with BizLibrary – all you need to do is click that you’re interested in the poll I’m going to leave up here during questions. So let’s get to some Q&A! Looks like we’ve had several questions come in, so Ray, our first question is: __________________________________________________ COPY IN QUESTIONS
- So we want to give a big thank you to Shannon for presenting with us today and thanks everyone for attending! Have a great day!