How to Guarantee Manager Buy-In for Every Global Training Program

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Lack of manager buy-in remains a major reason training fails to transfer on the job. This problem is magnified in global companies trying to deliver training in multiple locations around the world. In fact, in the TD at Work “Successful Global Training,” Michael J. Marquardt writes, “lack of long-term commitment to developing solid initial relationships, and lack of adequate follow through and reinforcement for lasting success” are key stumbling blocks for training success. In other words, there’s a lack of buy-in among management.

Lack of manager buy-in remains a major reason training fails to transfer on the job. This problem is magnified in global companies trying to deliver training in multiple locations around the world.  In fact, in the TD at Work “Successful Global Training,” Michael J. Marquardt writes, “lack of long-term commitment to developing solid initial relationships, and lack of adequate follow through and reinforcement for lasting success” are key stumbling blocks for training success. In other words, there’s a lack of buy-in among management.

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No doubt, scheduling and access to resources plays a critical role. But differences in administration, hierarchy, and other cultural formalities also can impact buy-in, according to Marquardt. So I’m on a global mission to eliminate this never-ending problem for training professionals. The solution is simple, fast, and easy: focus on what managers—where ever they are on the globe—want to know.

No doubt, scheduling and access to resources plays a critical role. But differences in administration, hierarchy, and other cultural formalities also can impact buy-in, according to Marquardt. So I’m on a global mission to eliminate this never-ending problem for training professionals. The solution is simple, fast, and easy: focus on what managers—where ever they are on the globe—want to know.

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Follow these steps to get manager support for any global training program…every time.

Follow these steps to get manager support for any global training program…every time. 

Step 1: Ask the Outcome Question

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When you receive a request for training, ask this question:“What outcomes or results do you seek to achieve?”

When you receive a request for training, ask this question:“What outcomes or results do you seek to achieve?” 

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Don’t be surprised if the answers are stated in vague terms, such as these actual responses I’ve received from clients:

Don’t be surprised if the answers are stated in vague terms, such as these actual responses I’ve received from clients: 

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  “We want our managers to have better conversations with our employees.”

  “We want our managers to have better conversations with our employees.”

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  “Be better business partners.”

  “Be better business partners.”

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  “Interface with our customers more effectively.”

  “Interface with our customers more effectively.”

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  “Influence our stakeholders.”

  “Influence our stakeholders.”

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  “Be more comfortable handling conflict.”

  “Be more comfortable handling conflict.”

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  “Learn how to say no and manage difficult conversations.”

  “Learn how to say no and manage difficult conversations.”

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  “Become better performance consultants.”

  “Become better performance consultants.”

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  “Transform our trainers from order takers to advisers and business partners.”

  “Transform our trainers from order takers to advisers and business partners.”

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Responses like these are extremely common. These are more of the “how,” and we need to know the “what,” so all you have to do is a little conversion.

Responses like these are extremely common. These are more of the “how,” and we need to know the “what,” so all you have to do is a little conversion.

Step 2: Ask the Conversion Question (if Necessary)

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To translate these into outcomes or results, use one of these formulas:

To translate these into outcomes or results, use one of these formulas:

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  By doing (insert their vague statement), how will this positively affect your business or organization?

  By doing (insert their vague statement), how will this positively affect your business or organization?

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  By doing (insert their vague statement), how will this help you, your team, or your organization increase revenue or decrease cost?

  By doing (insert their vague statement), how will this help you, your team, or your organization increase revenue or decrease cost?

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Keep driving them to outcomes because those will be the business metrics, which are always a variation of time, quality, cost, and output measures. For example:

Keep driving them to outcomes because those will be the business metrics, which are always a variation of time, quality, cost, and output measures. For example:

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  By teaching (our managers to have better conversations with our employees), we can improve employee retention.

  By teaching (our managers to have better conversations with our employees), we can improve employee retention.

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  By (being better business partners), we help our sales managers recruit better sales people.

  By (being better business partners), we help our sales managers recruit better sales people.

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  By (teaching our salespeople to interface with our customers more effectively), we’ll see an increase in our physician drug recommendation rates.

  By (teaching our salespeople to interface with our customers more effectively), we’ll see an increase in our physician drug recommendation rates.

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The later part of the statement is the outcome or result, which you’ll use in the next step.

The later part of the statement is the outcome or result, which you’ll use in the next step.

Step 3: Identify the Metrics That Matter

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This is where the magic happens. Manager support for training is secured by simply identifying the specific metrics that matter to the manager. Ask this question: What metrics are used to measure your progress toward (insert the business outcomes or results) goals? Here are some examples:

This is where the magic happens. Manager support for training is secured by simply identifying the specific metrics that matter to the manager. Ask this question: What metrics are used to measure your progress toward (insert the business outcomes or results) goals? Here are some examples:

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  What metrics are used to measure your progress toward your (employee retention) goals?

  What metrics are used to measure your progress toward your (employee retention) goals?

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  What metrics are used to measure your progress toward your (recruiting) goals?

  What metrics are used to measure your progress toward your (recruiting) goals?

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  What metrics are used to measure your progress toward your (physician drug recommendation) goals?

  What metrics are used to measure your progress toward your (physician drug recommendation) goals?

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Create a chart similar to the following and insert metrics in the blanks under the appropriate column header in the chart.

Create a chart similar to the following and insert metrics in the blanks under the appropriate column header in the chart.

Step 4: Secure Manager Buy-In by Linking Training to Metrics That Matter

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The final step is to determine which metrics will be positively affected by training. Do that by simply asking, “Which metrics are you trying to positively affect by providing training?”

The final step is to determine which metrics will be positively affected by training. Do that by simply asking, “Which metrics are you trying to positively affect by providing training?”

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You now have at least one (and typically three to five) metric(s) you can use to link the training to what your client manager is held accountable for. Do you think the manager will be interested in supporting your training initiative now?

You now have at least one (and typically three to five) metric(s) you can use to link the training to what your client manager is held accountable for. Do you think the manager will be interested in supporting your training initiative now?

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You now have a proven, easy-to-apply, four-step process for gaining manager support and aligning training to organizational goals. And you can do this in under 30 minutes.

You now have a proven, easy-to-apply, four-step process for gaining manager support and aligning training to organizational goals. And you can do this in under 30 minutes.

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This was an in-depth review of the Diagnostic Question, which appears in “How to Conduct a Lightning Fast Needs Assessment Clients Will Love.” Read it for more time-saving questions that strengthen your consulting skills and accelerate the needs assessment process.

This was an in-depth review of the Diagnostic Question, which appears in “How to Conduct a Lightning Fast Needs Assessment Clients Will Love.” Read it for more time-saving questions that strengthen your consulting skills and accelerate the needs assessment process.