Gaining commitment
from key players
During a period of intense culture change an organisation wished to empower
senior managers to be better able to influence key professionals whom
they did not directly manage.
Amicas worked with directors and their direct reports to identify precise
needs, design an innovative 3 day programme to meet them, and produce
evaluation criteria against which to measure the results of the training.
To encourage transferability of the training to the workplace, directors
and participants were facilitated to jointly assess the participant’s
goals and their resulting needs. The leading-edge training was spread
over 3-4 months to enable consolidation of influencing skills, and to
encourage networking across the senior managers.
Both the organisation’s 6-month evaluation and that conducted two
years later by Amicas, indicated significant changes. Senior managers
who had worked in “virtual silos” were now able to leverage
each others’ expertise and networks in order to influence key professionals
and other groups in the organisation. Where certain senior managers had
fluctuated between being reactive and aggressive, they were now more skillful,
motivating key professionals to contribute to departmental and organisational
goals. And, as importantly, staff motivation and commitment increased
because managers developed the flexibility to communicate with them in
ways that catered to the needs of specific individuals and groups. |
