Author name: Sue Garner

Training, Coaching, leadership, Mentoring

How to Boost Satisfaction Ratings from Your Delegates

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As a trainer, you put considerable time and effort into delivering your courses. So, when the delegate feedback isn’t great, it’s disappointing. While this feedback is valuable for continuous improvement, it can knock your confidence. So, how do you boost the satisfaction rating from your delegates? My delegate satisfaction ratings are 97%, so let me share some insight into how I achieved them. Room for Improvement? Sometimes, there is room for improvement in how we shape and deliver our content. You may need to tweak activities or introduce more inclusive materials to engage learners. However, the issue isn’t always about your offer. It can be due to a lack of communication with the company that has booked you. In my previous article, I shared tips for companies on how to achieve a return on investment from training. Approaching this advice from a different angle, I want to explain how it can help you to boost delegate satisfaction ratings. Understanding The Training Brief If you believe that you have the content nailed, then the way to improve your training could be communication. Firstly, I appreciate that training bookings have dipped this year. However, when you are contacted by a company, I urge you to ask more questions before you accept. Primarily, I think it is vital to understand what the company wants to achieve. What are their training objectives? If they can’t provide clear objectives, then enquire about what prompted the training request. What gaps have they noticed? What changes are necessary for the future of the organisation? Through conversation, you can start to build a training brief. The training brief is useful for managing expectations of both parties. In addition, it offers a starting point which can be referenced when discussing outcomes. Understanding the Delegates Secondly, who is this training for? The success of any training is understanding your audience and tailoring content to their specific requirements. So, are the prospective delegates being prepared for a leadership role, or are they about to embark on a new project? Are you being asked to upskill recent recruits or experienced employees? The more information you can gather on who the training is for, the better. Tying in with this, can the company share some specific scenarios where the new knowledge needs to be applied? By incorporating real examples into your course, you instantly make the content more meaningful and engaging to those who attend. Equally, do you need to be aware of any learning needs? I’m all for making every training session inclusive, so it is useful to know if using any particular tools or adaptations will increase accessibility. I also suggest discussing ways to prepare the delegates for the training. Can you provide a pre-event introduction to yourself, along with the themes, objectives and the benefits of the training? How will the organisation disseminate this information and when? A Tailored Training Solution Taking time to understand the brief and the audience enables you to prepare the most relevant training. You gain the opportunity to research, develop activities or tweak the content to provide a tailored training solution. I appreciate that this is more work than simply delivering your tried and tested course. However, this attention to detail is what makes the difference when it comes to delegate satisfaction ratings. Pre & Post Course Communication If you get the booking, it’s a great feeling. However, the preparation work doesn’t end there. I schedule a series of emails or phone calls to ensure both parties stay informed in advance of the event. Check changes to the delegate list, access to facilities for the virtual or in-person training, timings and other arrangements. This helps everyone to avoid last-minute issues. Equally, stress the importance of the delegates having time and support to implement learning. To encourage this post-course action, you might offer a follow-up virtual Q&A session or send links to resources. This helps to put the learning into practice so the delegates and company realise the benefits of training. Want to Boost the Satisfaction Ratings of Your Training Course? Candidate and company reviews are crucial for securing repeat bookings and evidencing your value as a trainer. I fully believe that high satisfaction ratings are a key differentiator for retaining and winning new business. Did you find the tips in this article helpful? If you want more support to put them into practice, contact me on 07775 624724to discuss how I can help!  One option is to join my Premier Training Club. With focused monthly sessions, peer learning and support in implementing top tips, I have helped many trainers to fine-tune their offer and boost bookings and profits. You also benefit from a 1-2-1 session with me to address specific challenges that you want to overcome.

Training, Coaching, leadership, Mentoring

How to Get a Return on Your Training Budget

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Would you like to see company productivity increase by 17% and profitability by 21%? According to Gallup global research*, these increases are the result of training engaged employees. Equally, more recent insight** reveals that effective leadership training can elevate manager and team engagement by over 20%. Yet, we’ve all been on training courses that make no difference to performance. So, how can you get a return on your training budget? Is Training a Cost or an Investment? When budgets are tight, training is an outgoing that many businesses feel they can cut. Is this a wise move or false economy? The answer depends on the training. While the majority of employees value opportunities to learn and develop skills, many also find training to be ineffective. If you are paying for a trainer or event and giving employees time off work and it doesn’t lead to lasting change, it’s a cost. However, if the training is sufficiently meaningful and informative to drive fresh thinking and new approaches, it becomes an investment. In short, you get a return on your training budget by providing the right content, to the right people, at the right time. In my experience, getting a return on your training budget depends on five factors: Let me explain these in greater depth. Training Objectives: What Difference Do You Want to See? I’m often contacted by companies that want training, yet they don’t know what they need. So, the first question I ask is, “What difference do you want to see?”. The first step to achieving a return on investment is identifying the objectives. What gaps in knowledge or performance have been raised in employee reviews, customer feedback and other metrics? Where can training help build confidence and competence in your team? What impact would a successful training course or programme have? When you have clear objectives in mind, I suggest sharing these with the team. Let them know what you want to achieve, ideally explaining the benefits to them of this outcome. Then, ask them what would need to be covered in the training for this to be realised. Who Will Benefit From the Training? Every employee may need or want training, but it is unlikely that they’ll all benefit from the same course or programme. When you try to tick the learning and development box with a one-day event for all, it’s difficult for the trainer to tailor the content. We all respond better to training that is directly relevant and meaningful to us in our role. We can engage when it draws on real scenarios and is at the appropriate level for our knowledge and experience. This connection with the content is the point when change happens. It’s when we understand how we can adopt a different approach to improve things. So, who will benefit most from the training? What would be appropriate for other departments, roles or individuals? How to Select the Right Trainer From the first two points, I hope that you can start to see the value of tailored content over an off-the-shelf solution. The cost of a generic course is likely to be cheaper, but when we focus on return on investment, customised content offers the best value. In your communication with the trainer, inform them of your objectives and tell them about the delegates. Then, ask what they can offer. Specifically enquire about how their course can meet your objectives. Also, request information on how they can integrate real-life examples and practical tips that can be implemented in your workplace. You could even ask if they use any ways to measure the impact of the training. In conversation, you’ll get a feel for who is best able to align with your goals. The Benefit of Effective Pre-training Communication I’ve already mentioned talking to your team about your objectives and how training can meet them. I believe the more you communicate with delegates and trainers in advance of the training, the easier it is to meet expectations. As a delegate, have you turned up to a training event when you have nothing but the basic outline of the course? You aren’t sure why you are there, and you are thinking about all the other things that you need to get done. This doesn’t feel like a good use of your time. As a trainer, have you arrived to find that the room, facilities or delegates have changed last minute? You’re having to think on your feet and adapt at speed. Both scenarios put people on the back foot. As a result, their mindset isn’t where it should be and it takes longer to build engagement. However, with effective communication, everyone can be better prepared and the training time can be used to best effect. Training is Not Enough As a professional trainer, you may be surprised to hear me say that training is not enough. However, we’ve all been on courses that have informed and inspired us. We get it, we see the changes that can be made, and we’re on board to take action. However, we return to work and it’s full on. There is no space in our day, in the diary or in our heads to implement what we learned. In a few days, we’re back to doing what we’ve always done. Unfortunately, at this point, the benefits of the training are lost. So, to achieve the objectives and realise lasting change, you need to allocate time to both training and follow-up activities. Your employees need the opportunity to put the learning into practice. When they do, find out if they need additional resources or support to drive positive change. This post-training input is an overlooked, yet essential, aspect in gaining a return on your investment. Training Satisfaction Ratings Training isn’t a cost when it delivers a return. So, rather than cutting training budgets, I want to promote the case for upskilling your managers and team with learning and development opportunities. It’s time to follow my advice and

Training, Coaching, Inclusivity, Neurodiversity

How to Engage All Learners: Creating Inclusive Training Spaces

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What lessons, courses or training have stuck in your memory and helped to develop your skills? It’s unlikely to be those following the traditional classroom model of passive listening. More likely, you’ve learnt more from a YouTube video, a practical activity or an open discussion. Unfortunately, I still see trainers who stand at the front, talking for long periods, while clicking through their slide deck. This is not the way to engage all learners. As trainers, we have a responsibility to create inclusive training spaces. Know Your Subject, Know Your Audience It’s a given that as a trainer, you need to know your subject inside out. A deep knowledge enables you to adapt the content and confidently respond to questions. Additionally, it is ideal if you are fascinated by what you share and keen to learn more. That’s because your enthusiasm is infectious and you’ll be open to ideas or perspectives offered by the learners. It is equally vital to know your audience and this is where a lot of training falls flat. You need to be as curious about the participants as you are about the subject matter. I find a pre-training discussion or survey to be effective for gathering the following insight: At this point, I want to add that many learners have had a negative experience in school. Around a third* of young people leave education without achieving Grade 4 (low C) in both English and Maths. This shows their learning needs have not been met. Others have experienced bullying. As a result, some of your training participants will have adverse preconceptions about learning. They don’t feel confident about their ability to learn and are switched off before they arrive or log in. So, how will you break down that barrier? Inclusive Training Environments Use the information about your audience to consider the training environment. That could include a room or building. What equipment is required to make it accessible or is there an alternative space that can be used? We often think of accessible spaces as being wheelchair friendly, with step-less entry, wide doorways and disabled toilets. However, in a diverse audience, there will be diverse needs. These might include requirements for hearing loops, sockets to plug in assisted technology and adaptions to the lighting. If you are offering virtual training, explore channels with accessibility features and enable interaction. I have been impressed by the growing list of accessibility features on Zoom, which include: Becoming familiar with these tools, knowing your audience and informing participants about relevant features before the training will make your course more accessible. Inclusive Learning Practices There is no need to wait for participants to share specific learning needs. That’s because there are many steps to make your content more inclusive. Use Plain English in Training Course Avoid jargon, complex descriptions and expressions, such as ‘kill two birds with one stone’ in your training. The audience may include people with English as a second language, people with neurodivergence and people with low literacy levels. Therefore, clear and simple language is the way to increase understanding. Use Inclusive Language with Delegates Keep up to date with what is socially and culturally acceptable and make no assumptions. So, if you are unsure about what’s appropriate, ask. Use a Range of Training Material Formats A variety of learning resources will help to cement key information. To appeal to different learning styles, include audio-visual elements, group discussions, activities, a workbook or a handout. Make All Formats Accessible Add subtitles and/or printed transcripts for video, use icons and infographics to share data, print handouts in larger font sizes or provide documents as a PDF, which can be read using screen readers. Ask Open Questions Specifically, ask questions relating to delegates’ experiences of the points you are making. This helps tailor the course and make it more relevant to delegates. It also provides a forum for discussion, idea sharing and feedback. I believe that peer learning is a valuable element in any training session, as the trainer will never have all the answers. Don’t Force Participation in Training Activities Training activities are a great way to break up the course and help delegates experience or explore the point you are making. However, not everyone will be comfortable about getting involved. You can encourage interaction but don’t force the point if someone is reluctant. Post-Training Follow-Up You’ve shared the final slide and answered any questions; the course is over, but the learning isn’t. This is your time to discover ways to improve your training skills and understand what else you can do to create an inclusive training space. For this, you need honest delegate feedback. Immediately after the training, most people are keen to get home or out for a break. As a result, the comments on a feedback form are often limited; it really is a tick-box exercise! Therefore, I recommend sending a link for feedback post-training the next day. You could include links to resources that you referenced during the course or a copy of the slides. Additionally, you could follow up with the organiser a few weeks later to ask how they are getting on with applying the learning. Have they become aware of anything that would be useful to know that wasn’t covered in the training? Inclusive Training in Summary To make your training inclusive to a diverse audience, I recommend: Let’s give delegates a positive learning experience that sparks their curiosity, supports their development and makes them feel included. If you’re intrigued to learn fresh approaches for sharing your message, take a look at my group training for trainers. These sessions cover the full spectrum from creating a training programme to using virtual training tools and finessing your content and/or delivery * https://ffteducationdatalab.org.uk/2024/09/a-closer-look-at-pupils-who-did-not-achieve-the-basics-at-gcse/#

Multigenerational office
Training, Coaching, Inclusivity, leadership, Mentoring

Are You Managing a Multigenerational Workforce?

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In the majority of UK workplaces, you will find young apprentices and graduates, through to experienced employees working beyond retirement age. This diversity can be the strength of an organisation. However, I speak with leaders who state they struggle with managing a multigenerational workforce. So, what do we need to make it work? Age Diverse Workforce People are living longer than ever before and many are working longer. Some enjoy what they do and choose to stick at it for a sense of satisfaction, belonging and purpose. For others, it’s necessary to cover costs and retain their standard of living. The result is that it is increasingly common for employees to range from 17 to 70 years old. Now, it’s no revelation to state that the expectations, values, priorities, working styles, motivations and perspectives of a 17-year-old are likely to be distinct from those of a 70-year-old. What’s more, both of these will differ from individuals in the generations between. So, how can leaders go about managing a multigenerational workforce? It’s a question that often comes up in my leadership training and coaching sessions. More specifically, people have raised challenges with: So, I’ll share my thoughts on these workplace challenges. How to Reduce the Friction Caused by Different Attitudes & Approaches in a Multigenerational Team My first point is that diverse and inclusive workforces are an asset. We need different skill sets, life experiences, viewpoints and ideas to drive the future of the business. The challenge is harnessing a broad range of expertise and opinions so it positively impacts productivity. Find the Common Ground To achieve this, leaders need to effectively communicate the company goals and encourage everyone’s input on how these can be achieved. In reality, people of all ages want meaningful work, opportunities to learn, develop and progress, and for their contributions to be recognised and appreciated. So, that is what you need to deliver as a manager. Address the Causes of Friction It’s equally important to understand the underlying cause of friction and address it. In my experience, harmonious team dynamics are challenged when individuals perceive that a situation is unfair. Other common issues include individuals feeling their role is threatened or that their opinions are not heard. Therefore, as a leader, it is important to: How a Younger Manager can be Taken Seriously in Performance Reviews with More Senior Employees. In a recent leadership training session, a delegate stated their biggest challenge was a performance review with older team members, specifically one woman. He felt that she didn’t take him seriously and was dismissive of the questions he asked and the suggestions he made. Firstly, this isn’t just an issue relating to age. Every leader will face resistant employees, as we’ll never see eye to eye with everyone. I see this as a case where more time needs to be invested in building mutual trust and respect. In discussion, we decided that he could hold team meetings to discuss and agree on actions. The reason is that peer agreement on roles and responsibilities may be more effective and seem fairer than direct delegation. Equally, follow up meetings, where everyone in the team is held accountable for their part in the process, avoids anyone feeling that they’ve been targeted. However, if team meetings are not a viable option, consider the following points: Employee-led Discussions A performance review is a collaboration. It’s a two-way discussion to learn more about each other, so is a great opportunity to discover more about the motivations, expertise and potential of your team. Yet, that isn’t everyone’s experience and some enter the discussion fearing that they’ll be reprimanded or questioned. So, the barriers are up. As a result, your job is to reassure and collaborate to bring the barriers down. None of us like being told what to do, so try ditching the suggestions and instead give the individual greater ownership of what could happen. Let them lead with the solutions. Here’s an example: “I’ve noticed you’ve brought in a lot of new business this year. Thank you, that’s just what we need. It’s important that we don’t lose sight of our loyal customers either. What do you need in place to make time for a monthly call with all your existing accounts?” The more ownership we give people, the better. For example, when you agree on actions that they’ve come up with it increases the likelihood that those actions will get done. How to Avoid Generation-based Workplace Silos People naturally gravitate to people like themselves. That includes people from the same department and people of a similar age. However, as a manager, you want to benefit from cross-department and cross-generation collaboration. Remember, everyone in the team has something to learn from each other. Collaboration is where fresh thinking and experience can be drawn on to spark ideas, inform decisions and drive innovation. Avoid Stereotypes & Assumptions There’s plenty of information about the different generations, their values and strengths. However, I think these risk us grouping people based on generalisations. When we assume capabilities and values based on stereotypes, we drive people into silos. I’m a fan of Team Dynamic Assessments, which offer a non-biased understanding of each team member. They help to inform the right individuals for a role or project based on their strengths, not their generation. Address Discrimination As a leader, it is not enough to encourage collaboration. You also need to address misunderstandings, assumptions and ageist discrimination. There will be times when different approaches cause disagreement or ill-feeling. This can be triggered by a tone of voice or intolerance for a different way of doing things. Being approachable, delivering timely responses and handling issues fairly and respectfully will help the team to gel. The Importance of Leadership Training for Those Managing Multigenerational Teams One of the most important factors for a successful multigenerational workplace is an effective line manager. They play a vital role in building an inclusive company culture where the youngest, oldest and everyone in between

using AI to generate a database scheme
leadership, Training

AI, Leadership & Team Dynamics

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AI has rapidly become an integral part of the work environment and it is transforming how we operate. For some leaders and employees, it is a tool to readily embrace, while others are sceptical and reluctant to use it. So, let’s explore the impact that AI is having on leadership and team dynamics. Love It or Hate It, AI is Part of the Team There is no doubt that AI can streamline and simplify many workplace tasks. You might use it to record and summarise meetings, allocate tasks, monitor project progress, or create content for marketing. Chatbots can provide your customers with a responsive service and AI makes it easier for board room decisions to be based on data insights. With efficiency and productivity the focus of many businesses, it is certainly ticking a lot of boxes! On the flipside, the UK Government predicts that AI will displace 7% of jobs in 5 years and according to Forbes Advisor research*, 39% of employees have concerns about that. Other reservations include the loss of human interaction, lack of privacy and overdependence on tech. Also, the fear that AI will decisions without human interaction. It’s bringing up flashbacks to HAL 9000 in Space Odyssey! What is striking is that AI has been embedded into our workplace with minimal or no strategic planning. Copilot, Companion and multiple other AI tools have simply been added to the systems and software that we use. It’s available, offers suggestions and is easy to apply, so it’s been readily adopted. However, in many workplaces, there is little in the way of training, guidelines or restrictions on use. Decisions have rarely been made on where AI can benefit a business and where potential risks lie. AI Challenges for Leaders As a leader, the challenge is striking a balance that ensures AI benefits team dynamics and cohesion, rather than causing division, isolation and fear. Firstly, it is important to understand the advantages and potential that AI can offer. You’ll have tech-savvy team members who are ahead of the game and using AI whenever possible. Keeping pace with them, and the possibilities they see, is one of your challenges, as is identifying the risks. Secondly, you need to recognise the reservations held by other members of the team. It’s important to ask about their concerns and offer reassurance. In addition, you need to support them to adopt the technology in areas where AI will aid their work. Offer training and development opportunities to upskill the team and ensure they are confident to embrace AI. However, also recognise that there is sound reasoning behind their caution and this can inform your guidelines. Thirdly, you need to strike a balance by embracing technology, without losing the human element in your leadership style. It’s convenient and easy to use AI to do a lot of your routine management tasks. However, there is considerable value to in-person interactions with your team, and your customers. We need human connections, collaboration, open discussion and soft skills in the workplace. 5 Considerations for Leaders With AI in the Team So, what do leaders need to strike the balance and ensure that AI supports, rather than controls the team? Leadership Training In my Advanced Leadership Training programme, one of the most valued, yet underrated elements is emotionally intelligent leadership. With AI transforming workplace operations, I believe this is more important than ever. Your ability to maintain the human element, encourage communication and collaboration, and respond to issues with empathy is key. If you would benefit from leadership training that deals with the challenges of AI integration, managing team dynamics and resolving disputes, get in touch: info@suegarner.co.uk or call me to discuss your requirements 07775 624724. *https://www.forbes.com/uk/advisor/business/software/uk-artificial-intelligence-ai-statistics/

Management Training Key To Neuroinclusive Workplaces - people in a meeting room sat around a table
Neurodiversity, Inclusivity, Training

Management Training Key To Neuroinclusive Workplaces

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15-20% of the UK population can be described as neurodivergent. That means they have conditions including dyslexia, dyscalculia, autism and ADHD which result in them processing information in alternate ways. Having individuals within the team who approach tasks, decisions and problems differently is an asset. However, a new report* highlights that management training is key to neuro-inclusive workplaces where individuals can thrive. Why Are Neuroinclusive Workplaces Important? Around 12 million people in the UK are neurodivergent. Some of them will be aware or diagnosed, others not. However, the majority have skills that are valuable to organisations. These can include, but are not limited to: By being aware of an individual’s needs and providing a neuro-inclusive workplace, your organisation can help individuals thrive, so you can benefit from this talent. Ultimately, a work environment where everyone’s skills are valued and encouraged is one where the team are most likely to contribute, develop and stay. What Makes a Neuroinclusive Workplace? The challenge of thinking in a unique way is struggling to fit in with standard, one-size-fits-all approaches. For example, an employee with dyslexia may not be as quick or proficient at reading or writing reports and emails. However, given the right tools, such as a text reader, that individual can perform. So, the first thing that is required is a psychologically safe work environment, where individuals feel able to share what they need without negative judgement. Secondly, there is no need for a formal diagnosis or disclosure to request reasonable adjustments. It is no different to your employees requesting a wrist rest or back support without needing a doctor’s certificate. Universal policies, including flexible working opportunities and workstation assessments, ensure everyone is treated fairly. Thirdly, the manager understands how people work best. For example, they recognise that the best ideas might not come from the quickest or most vocal response. Some people need time to consider and evaluate ideas, others want to research something or give it a go before speaking up. Therefore, they don’t rush to make a decision. Ideally, their organisation will have a Diversity Policy, with specific reference to meeting the needs of neurodivergent employees. Gathering insight from employees can inform the development of this policy and its practical application. Are Managers Equipped to Support Neurodivergent Teams? A Neurodiversity at Work Research, Practice and Policy paper* was published last month. It revealed that manager training is essential in fostering neuro-inclusive workplaces. Without training, many managers lack the necessary awareness, understanding and confidence to effectively lead a diverse team. That’s not surprising, as it is difficult to comprehend how people view the same thing from an alternate perspective. With line manager training comes the opportunity to develop different communication skills, strategies and tools. This equips leaders to get the best from individuals in their team and address needs and performance. It can demonstrate how small changes in language, attitudes and actions can transform interactions. In addition, training offers a safe space to ask questions that managers may feel unable to raise at work. I also think it is important for organisations to recognise that line managers may need more time, resources and support when leading a neurodiverse team. Training is a positive start, yet the learning is continuous. So, how can you enable them to put the learning into action? Neurodiversity at Work Training I offer three levels of CPD-accredited Neurodiversity training modules. These start with a basic introduction and progress to a deeper understanding of how to create a more inclusive and productive workplace. These sessions can be delivered in person or virtually. Neurodiversity training builds awareness of reasonable adjustments. Sometimes these adaptions are minor and low-cost, yet they make a big difference. If your managers are attending, allow them to recommend universal and specific changes that promote inclusivity. The report* suggests that greater insight into reasonable adjustments is one of the most valued and useful elements of Neurodiversity Training. To find out more and book training for your team please call 07775 624724, email info@suegarner.co.uk or complete my online contact form. *https://www.acas.org.uk/research-and-commentary/neurodiversity-at-work-research-practice-and-policy/report To understand more about the skills and abilities that neurodivergent individuals have brought to the workplace in this Hiring Talent on the Spectrum video. (13 min running time)

Woman sitting at desk behind laptop
Mentoring

How to Handle Restructuring & Redundancies with Sensitivity

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One of the biggest challenges for leaders and HR teams in 2025 is redundancies and restructuring. The incoming employment legislation and a stagnant economy have impacted finances. As a result, many businesses are exploring efficiencies that will lower costs. As salaries are typically one of the largest outgoings, cuts to the workforce are inevitable. This isn’t an easy prospect, so how can leaders handle restructuring and redundancies with sensitivity? Experience in Change Management Restructuring may result in changes to job responsibilities, department, workplace or pay. All of which means change and a level of uncertainty for employees. The potential change following redundancy is even greater and employees will have fears about whether and how their lives will be impacted. Therefore, this process is best handled by those with experience in change management. If this is your first time leading a restructuring or redundancy process, it can be valuable to access some training or coaching. This can equip you with the skills needed to handle the situation professionally and with empathy. Minimise the Impact of Restructuring & Redundancies When changing or cutting roles, it is necessary to understand and comply with legalities such as notice periods and pay structures. Equally, you must follow proper procedures to ensure the process is fair. However, you also need to factor in the human element. The decisions will impact your team’s life and will be a cause of stress. So, how can you minimise the impact on them? Transparency & Communication It’s important to be transparent from the start. Bring the whole team together to explain the situation and present the options that you’ve identified. Explain that the plan isn’t final, and welcome ideas and feedback. Facing the team with this news will feel daunting and an easy step to skip. However, involvement gives everyone a chance to share their views. It makes the process seem fairer and can ally fears. What’s more, the alternative is the team hearing the news through rumours, which can quickly escalate out of proportion. I urge you to keep communication channels open and provide a place of psychological safety for honest discussion. What’s more, actively listen to what is said. Everyone wants to be heard and they may raise valid and insightful points that inform your next steps. Skills-based Decisions Fair procedures are essential in difficult situations such as restructuring and redundancies. In a multiple redundancy situation, the process also has to be based on skills, without preferential treatment for individuals or groups. When the process is seen to be fair, it will improve interactions with all employees and protect the reputation of the business. In my experience, the best option is to use skill assessment tools to prevent unconscious bias and make decisions based on clearly defined criteria. On this point, I want to add that restructuring or redundancy shouldn’t be used to get rid of poor performers. If you are not satisfied with an individual’s contribution, attitude or behaviours, it should be promptly addressed on a one-to-one basis. Informing Employees with Empathy When you have decided who will be affected, arrange an in-person meeting with each individual. As a leader, I believe this is a conversation that you shouldn’t delegate and it must never be conducted via email, text or phone. Accept that this is a life-changing moment for them, so don’t keep them waiting. Allow them time to respond and keep the focus on them. This isn’t the time to be saying how difficult this is for you, it’s about recognising how difficult it might be for them. They may be upset or angry, silent or loud and you need to allow them to process the news in their way. Then, ask if they have questions and let them know about any support that you’ve put in place. Support to Aid Career Transition At times of change, everyone needs practical and emotional support. As an organisation, I’d recommend offering employees access to specialist services. Whether you are announcing redundancies, reducing hours or relocating employees, they could benefit from: This support helps impacted employees to focus on the next steps and ensures that they don’t feel abandoned at a difficult time. I would suggest writing a personalised testimonial for everyone who is being made redundant and sharing your willingness to be a reference. This all helps them to understand that this is a business decision and not personal. Support with Restructuring & Redundancies As a leadership trainer and performance coach, I understand the importance of empathic and meaningful interactions in the workplace. In times of change, I can: Offer career coaching or CPD-accredited online courses to those impactedness in my next article, so keep an eye out if this is of interest. Provide training to equip leaders with the skills and confidence to manage the human element of the restructuring or redundancy process Provide skills assessment tools for unbiased decision-making My support is tailored to your requirements. If this is of interest and you would like to discuss the options, get in touch at info@suegarner.co.uk or 07775 624724.

self belief - woman smiling in front of a laptop
Mentoring

How to Build Self Belief

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Have you recently been promoted, started a new job or launched your own business? Maybe you’ve been asked to lead a project or deliver training. These amazing achievements are to be celebrated. However, has joy been replaced by feelings of self-doubt? Following on from my previous article on Accidental Managers, I want to focus on the importance of a positive mindset. When I am training and mentoring new managers, keynote speakers and trainers, the term ‘imposter syndrome’ is often mentioned. It’s a term to describe feeling out of their depth and it can prevent them from achieving their potential. So, in this article, I want to explore how to banish imposter syndrome and build self belief. What is Imposter Syndrome? Imposter syndrome is when you believe that you don’t deserve the role or success that you’ve gained. This form of self doubt has you questioning your competence and can lead to concerns that you’ll be exposed as a fraud. In this state of mind, it is common to downplay your achievements and exaggerate any shortfalls. So, how can you replace these thoughts with confidence and self belief? Steps to Build Self Belief The first fact you need to know is that you are not alone. Those colleagues and peers who look so capable may also be feeling that they are winging it. Imposter syndrome is a sign that you are stepping outside your comfort zone. As such, associate it with taking on fresh opportunities and focusing on personal development. It means you are not stuck in a rut! Secondly, you are not in this position by chance. Whether you’ve been recruited, invited to deliver a keynote speech, assigned a project or booked to deliver training, others have seen your flair. I often hear people saying they aren’t sufficiently qualified, but qualifications aren’t the only mark of success. You have the skills, attitude, enthusiasm, knowledge and/or experience that is being sought. Thirdly, there will be things that come naturally and others that don’t. You may struggle with some elements and may make the odd mistake, but that doesn’t mean you have failed. Acknowledge what’s gone wrong and learn from the experience. Use your resilience to work through it and solve the problem. Then you’ll know what to do differently next time. Recognise Your Strengths To build self belief, you need to recognise your strengths. We all have them, but we don’t always know what they are. That’s because when you are good at something and it comes naturally, you don’t see it as something special. It’s like watching an experienced artisan at work. They make their craft look easy, therefore, it’s not until a novice tries that you see the talent and skill. To help you compile a list of your strengths, answer the following questions: Also, consider recent achievements, including a significant contribution to team success and non-work related accomplishments. What skills did you draw on to realise those goals? Address the Barriers Difficult conversations, public speaking and mastering technology are just a few of the barriers that feed self doubt and knock our confidence. Unfortunately, avoidance doesn’t make them go away. So, when imposter syndrome kicks in, what are the specific challenges that you fret about? If you pinpoint the areas that you feel inexperienced in, you can plan your response. For some challenges, you might choose to train and develop your skills. In other cases, it will make sense to seek support from someone with the necessary expertise or delegate. A good plan also helps to break down what feels like a large barrier into smaller chunks. With SMART steps (Specific, Measurable, Achievable, Relevant & Time-bound), you can track progress and celebrate the small wins. It’s also important to note that the biggest barrier can be our mindset. Therefore, you need to be conscious of the self-critical voice and create a new narrative. Replace ‘you can’t’, ‘you’ll never be able to’, ‘that will be too difficult’ and ‘what if’ with ‘how can I approach that?’ or ‘what do I need to achieve that?’. Learn to Be Assertive Having recognised your skills and addressed barriers, the next step to building self belief is to develop assertiveness. That is the ability to communicate in an open, honest and respectful way. It includes asking questions, expressing your ideas or opinions and responding to situations or comments with empathy and professionalism. As a starting point, you might wish to complete an assertiveness assessment. This helps you to identify areas for development. I’m going to go into greater depth about assertiveness in my next article, so keep an eye out if this is of interest. For now, if you would benefit from performance coaching or other support to overcome imposter syndrome, build self belief and realise your potential, get in touch at info@suegarner.co.ukor 07775 624724.

The Case of the Accidental Manager
Training

The Case of the Accidental Manager

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According to the Chartered Management Institutes’ Better Managed Britain* report, 82% of UK managers have no management or leadership training. We explore the impact of securing a role without learning the necessary skillset. What is An Accidental Manager? As an accidental manager, you typically have a proven track record. You’ve excelled in a technical or sales position and are top of your field. To reward performance, the next step up the ladder is a leadership role. Understandably, you desire an increase in status and salary, so accept the position. You may not have aspirations to be the boss, but this is career progression. The issue is that management demands a very different skill set. It is one thing to motivate yourself and drive your success, and quite another to be a strategist who can engage and inspire others. Therefore, to make that leap you need management training and/or leadership coaching to help navigate the intricacies of the role and responsibilities. The Impact of Accidental Management Unfortunately, many companies fail to invest in management and leadership training. They expect you to run with the role and make it work. I have worked with many accidental managers and in my experience the lack of training is evident. Inadequate confidence and competence are also evident to employees. Studies by the Chartered Institute of Managers** and Unmind reveal that around a third of employees have left a role due to poor managers. We’ve all been in roles with a poor manager and it is the biggest demotivator. You do what you have to, but nothing more. What’s more, it leads to a toxic and divided work environment and that sinking feeling in your stomach on a Sunday evening. A bad manager doesn’t recognise your abilities, fails to keep you informed and never asks for your ideas. Their lack of planning is often evident, leading to tight deadlines and constant pressure. In the worst cases, they discriminate against you, whether intentionally or not. Types of Poor Managers When I first meet untrained accidental managers, they often fit into one of these categories: The Highly Stressed Managers Feeling under-equipped and overwhelmed, they’ve been thrown into the deep end and are doing their best to stay afloat. They are reactive, dealing with things as they arise, but lack a clear plan and often feel anxious. The Micro Manager They expect everyone to work like them. When this isn’t the case, they get frustrated and start picking up on the smallest detail to bring people in line. They want to control everything and lack the trust or respect to recognise the skills of the team. The Lax Manager Hitting cruise control, they languish in the superior role and let the team get on with it. They fill their day with meetings and talk the talk, but aren’t using their time productively. What’s more, they are happy to take credit for success and apportion blame for failures. It is demotivating for the team to work for any of these bosses. Therefore, if 82% of UK managers are untrained, it is no wonder that we have a workforce that wants to leave, has high absenteeism and would rather work from home. What we all need is someone with a vision, who can communicate, collaborate and empower us to contribute to that vision. We need someone approachable and supportive who isn’t afraid to deal with issues. To gain respect, we want someone who leads by example, is fair and takes an interest in us. Accidental Managers Aren’t Bad Managers If you’ve been promoted into a leadership role, it doesn’t mean you are a bad manager. You might discover talents and abilities that help you and the team to excel. This could be your calling and your team could gain someone who inspires and innovates. Are you the person who turns things around and makes the team, department or business a success? However, when leadership training and coaching are offered, the chances of you finding your feet and making it work are greatly increased. I love being involved in the transition process, helping to draw out your potential. When leaders are upskilled, the whole team benefits and this drives a positive work culture, productivity and employee retention. The Value of Leadership Training & Coaching The reality is that not all of us are suited to leadership roles. Strategising and managing others may not come naturally. However, it is beneficial for everyone taking on a management role to have leadership training as you can learn and develop many of the necessary skills. Through observation, learning and feedback, you can be better equipped to engage the team, tackle conflict and discover hidden potential in yourself and others. With training, you can learn techniques to prioritise and plan, to reduce the pressure of fire-fighting. In addition, you can build the critical and creative thinking skills that are essential for success. In addition, leadership coaching offers a sounding board to discuss and reflect on your responses. No manager gets it right all the time. However, the ability to share, be challenged and see the situation from different perspectives offers an opportunity to adapt your leadership style and keep improving. Advance Leadership Training & Coaching If you are promoting employees or recruiting new managers, equip them to undertake the role with Leadership Training and coaching. I work on a 1:1 basis or with groups to prepare and develop talent that can future-proof your business. You don’t get great managers by chance, so let’s give them the best chance to do a great job. Email me with your requirements or call me to discuss on 07775 624724. *https://www.managers.org.uk/knowledge-and-insights/research/better-management-report-take-responsibility-take-action/ ** https://www.managers.org.uk/about-cmi/media-centre/press-releases/bad-managers-and-toxic-work-culture-causing-one-in-three-staff-to-walk/

measuring the value of training
Training

Measuring the Value of Training

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Learning and development are essential for business growth. When we invest in individuals, they gain new skills and the company reaps the rewards. However, training costs, so it needs to generate a return on investment. So, in this article, we explore ways of measuring the value of training. Is Training a Cost or Investment? I often hear managers talk about skill shortages. Yet, in another sentence, they state that they haven’t the budget to pay for training. The fact is that learning and development are essential to keep pace with an ever-evolving work environment. In addition, we need confident and competent teams that are productive, innovative and adaptable. So, my first point is to consider training as an investment, rather than a cost. When individuals engage in training that is relevant to their role and learning needs, your business will benefit. They will be better equipped to fulfil their role and realise their potential. As a result, the productivity, professionalism, efficiency and output of your organisation will grow. My second point is to outline a few actions before and after the training to measure the impact and aid implementation. These will help you to understand the value and gain maximum value from training. So, let’s start with identifying training needs. Action One: Identifying Training Needs Some companies hold an annual staff day to tick the learning and development box. Everyone attends, the content is generic and irrelevant to many in the room. It is not offered in response to a training need or desired outcome. At the end of the day, there has been nothing to challenge or develop thinking and behaviours, so nothing changes. This is when training is a cost. It is an investment when a specific need has been identified and training is tailored to ensure it is relevant to those who attend. In addition, delegates are selected or request a place, based on the direct benefit to them and the company. With that in mind, what trigger has identified a need for training? Examples include: Action Two: Clarifying Outcomes of Training The first question I ask clients is ‘What change do you want to see?’. Training is all about change for the better. Gaining knowledge and insight is only beneficial if we can apply it. So, what do you want your team members to do differently having completed the training? Examples include: Now you can source a corporate trainer with a track record that matches the needs and desired outcomes. Action Three: Pre-training Measures With the needs and outcomes identified, you can assess the current position. An employee survey or workplace observations can measure existing skills and confidence levels. Other options include customer complaints and staff retention data. As a corporate trainer, I find it helpful when organisations share this pre-training insight. That’s because it enables me to pitch the content at the appropriate level and to address specific issues. Action Four: Allocate Sufficient Time to Training To help employees engage with training and implement what they’ve learnt, it is important to allocate time before, during and after the event. Pre-event research or preparation enables everyone to arrive ready and gain the most from the session. Afterwards, it is essential to have time to try things out, put learning into action and have the option to ask questions. Is the trainer available for a follow-up call or refresher session? If not, designate someone in-house for this role. Action Five: Post Event Measures At the end of most training sessions, attendees are typically asked to fill in a feedback form. This is their reaction to the course and indicates how the training was received. They might also receive a certificate of attendance. However, neither of these measure learning outcomes. As an organisation, it’s useful to have a deeper understanding of the impact. Therefore, you need to ask specific questions and potentially undertake skills assessments or observations. The timing of these is important, as you have to allow time for learning to be applied. However, you want the training to be fresh in their minds. Questions that could be asked include: As for pre- and post-training data, the impact is unlikely to be immediate. It can be 6-12 months before any valid comparisons can be made. However, this is a good way to track the impact and to realise the value of learning and development. Assessment Tools As an experienced, outcomes-focused trainer, I offer a range of assessment tools to evidence the tangible development of delegates. When you are ready to invest in training, tell me the training needs and desired outcomes that you’ve identified. Then, I will recommend tailored training and measuring tools to match those requirements. Let’s ensure that you get returns on your training and development budget. Contact me info@suegarner.co.uk or call me on 07775 624724 to find out more

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