You have delivered some training and you want to see behaviour change.
Some behaviour change may require a degree of soul-searching by the trainee and they may want to discuss this outside their immediate line relationship.
In this case, introduce another player for ‘external’ help if a trainee struggles with something that they feel they cannot share with their line manager.
Equally, supporting a team member through a development programme, especially one where there are many and varied follow-up activities to achieve learning trasnfer, may be a new experience for their line manager.
The manager needs support too, and like the trainee, needs to be held accountable for their role in learning transfer and the desired behaviour change.
Another person outside the trainee/manager pairing can observe the manager and the relationship, and lend a helping hand where required.
I have heard from some commentators that we should bypass the line manager and provide either internal or external coaches for programme trainees to support the learning transfer process. The reasoning behind this seems to be that line managers are not capable of providing sufficient support.
I disagree with letting line managers off the hook for what is their responsibility, but I do see the need to sometimes have another player in the game… an observer/mentor/coach.
How can you provide this support?
Do get in touch if you would like some new ideas 🙂
My best wishes, Paul
