Let’s face it; change is hard. Many of us have recently dealt with more change than we ever thought possible. In the shift to remote work, many of us have learned that implementing change requires more than just a solid strategy for change management, but on a deeper level, it requires a commitment to learning how to work differently. 

Many of us initially struggled with the transition from face-to-face to remote. However, after we did a little training by reading some articles, watching a few Zoom meeting tutorials, and then practiced what we had learned, we got better. We need to apply the same strategy to our organizations after creating a change. We must solidify the change by continuing to train and reinforce how we’ve learned to work differently after the change. In this article, we’ll discuss three ways to use training and development to reinforce the changes made at your organization.

  1. Use a training sandwich approach. When a change or new process is rolled out, make sure you create a training sandwich. Train your team before, during, and post-implementation. Repetition is key to solidifying change and making it “stick.” Although there are many ways to approach this idea, Procore is a great example of a software company that has given tremendous thought to how important training is to adoption. Procore has learning paths and certification programs for each type of user accessing their platform as well as continuing education content.
  1. A link to a Confluence page or a Sharepoint site is NOT training. Training by definition is “the skill, knowledge, or experience acquired by one that trains.” Other synonyms for training include: drill, exercise, practice. In Call Sign Chaos: Learning to Lead, Mattis details the preparation required prior to any military campaign. Drills and practice are critical to the success of any mission and Mattis attributes much of the success he experienced on the battlefield to the drills conducting prior to each mission. Successful outcomes directly resulted from extensive practice so that when errors were made on the battlefield, his troops could quickly adapt and overcome. What if we applied this same care and diligence in our training programs after a change was made within our organization? Practicing what we learn is key to adoption.
  1. Communication is a two-way street. After changes are made, many times the communication stops. Implementors of change stop sending written communication and managers stop discussing the new change at meetings. However, how teams communicate change and keep the conversation going, is another key aspect of training. Communication should not be the one-way push of information. A key element of communication is listening to feedback and creating forums for discussion. Don’t underestimate the power of listening to your team. Discussion is a key element of learning and reinforcing new changes. These discussions can also lead to improvements and innovation as well.

Change may not always be easy, it’s important to nurture the change once it’s made. Backing change with a solid training approach is an excellent way to reinforce and increase adoption within an organization.

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Building Powerful SaaS Professional Services Teams

Being a Tampa Bay resident, I can’t help but be amazed at the stroke of luck we’ve experienced with our professional sports teams last year and now this year with Tom Brady successfully leading the Tampa Bay Buccaneers to a Super Bowl win. With some of our recent successes, I’ve been thinking about what it takes to build winning teams.

In business, we don’t have to typically worry about just one competitor, but many at the same time. Our performance last year may not be enough to keep our customers happy this year, and one small slip-up may mean a competing firm can get the upper hand and run away with our client. So how can we continue to provide great service year after year and build great professional services teams? In this blog, we’ll discuss five ways to build and engage powerful professional services teams.

  1. Hire Passionate Professionals – Some of the most successful members of professional services teams I’ve worked with are truly passionate about the clients they serve and they really believe in the SaaS product they are delivering (warts and all). These high-level performers are committed to their clients success as if it were their own.
  2. Create Engaging Learning Opportunities – High-performing professional services teams demand opportunities to help them learn more and grow. Typically, these teams are already aware of knowledge gaps and the training or skills needed to fill these gaps. A leader of a high-performing professional services team needs to listen to the team and look for ways to satisfy learning and development needs.
  3. Eliminate Mundane Tasks – Are your talented team members spending a lot of time on expense reports or other mundane tasks? Why? Could these valuable team members be spending their time helping clients with more complex challenges instead? If yes, look for ways to eliminate the tasks that can be outsourced so that your team can focus on what is most important: solving your client’s most complex challenges. In Steve Glaveski’s article, The Professional Services Firm of the Future, Glaveski offers great ideas on how to make the best use of some of the most creative problem solvers at your firm and not burn them out in the process.
  4. Fire Abusive Clients – Nothing can be more demoralizing than working with clients that really don’t appreciate your team’s time. If you’re growing a powerful professional services team, catering to a client that doesn’t understand the value your team brings is a waste of time. Many times, the clients that are the most problematic are not your highest paying clients. Don’t let an abusive client bring your team down. It’s better to break away from that client before you lose a valuable team member.
  5. Always Celebrate Success – Anniversaries, birthdays, project wins, and personal victories are all worth celebration. Nothing can erode morale faster than getting too busy to celebrate the little things and the big things.

Building a top-performing professional service team is key to successfully onboarding clients and increasing adoption. In order to help your clients get the most value they can after signing their initial contract for your services, make sure you are focusing on building the team that will impact that value the most within the first 90-days: your professional services team. By hiring the right professionals, creating learning opportunities, eliminating mundane tasks, firing abusive clients, and celebrating success, you’ll ensure that this critical team continues to help set your firm or product apart from your competitors.