Accelerate Your Leadership Development in Training Domain

Proven Success Strategies for New Training & Learning Managers

Raman K. Attri

• Publisher: Speed To Proficiency Research: S2Pro©
• Year: 2018
• eBook ISBN: 9789811189913
• Topic: Negocios y empresa
• Subtopic: Organizaciones sin ánimo de lucro y benéficas

This book is a comprehensive source of guidance for individual contributors who have just transitioned (or about to transition) to new roles in training domain such as training managers, learning managers or instructional design manager or any such roles to accelerate their leadership in training domain. The book describes S2Pro© Model of Strategic Competencies for Training and Learning Management Function, developed out of years of practice and research, which proposes a framework for accelerating leadership and management development path of new training or learning managers. The book delivers 35 powerful, proven strategies across 8 core strategic competencies namely thought process, decision-making, operations management, project leadership, strategic leadership, global team leadership, and professional development. The book provides authentic understanding, knowledge, insight, and guidance required to be successful in thetraining domain. This book is the first-of-its-kind focused exclusively on the aspect of accelerating leadership and management development path for new training and learning managers. Chapter 1 of the book introduces a Model of Strategic Competencies for Training and Learning Function outlining 8 core strategic competencies to accelerate leadership development. Chapter 2 sets the stage on making 3 changes in one's thought process to be successful in the new role. Chapter 3 of the book provides insight into 3 core skills required by new training and learning managers to make effective training related decisions. Chapter 4 of the book equip new managers with an understanding of 3 pillars that would allow them to manage their training operations amidst the complexity of the organization. Chapter 5 of the book focuses on 2 fundamental characteristics of highly successful training management practices. Chapter 6 describes 2 powerful project leadership styles particular for leading learning or training related projects. Chapter 7 shifts its focus on providing the first-of-its-kind checklist of 10 unique approaches exhibited by well-known training leaders. Chapter 8 then dives into the challenge of team leadership, in particular for global, diverse multi-cultural training teams and describes 3 common-sense principles to handle this challenge. Chapter 9 concludes the book by providing 5 success strategies to new managers to develop themselves professionally to maintain a competitive edge in what they do.

CHAPTER 1

STRATEGIC COMPETENCIES

 

8 CORE STRATEGIC COMPETENCIES TO ACCELERATE LEADERSHIP DEVELOPMENT

 

This practice-oriented book is based on extensive experience and research on how the journey of individual contributors in training or learning function can be accelerated tremendously toward a successful management role.

This book is designed around a Model of Strategic Competencies for Training and Learning Function. This model was the outcome of over 10 years of research and practice-based inferences from over 20 years of my experience at various training and learning roles starting from being a trainer, instructional designer, and learning specialists, learning or training consultant to all the way to a senior management role in training and learning function.

At a high level, this model presents the strategic competencies fundamental to success in training and management function. As a note, this model does not focus on day-to-day operational competencies generally covered by other models. However, this model has a particular use in “accelerating” the development path and reducing time to proficiency of individual contributors like trainers, instructors, designers, learning specialists and instructional designers to develop them to take up a management role in the same function.

The model lays out the competencies and over 35 strategies to develop those competencies in targeted individuals. HR practitioners and L&D specialists can use this as a guide to design accelerated leadership development path for brilliant individual contributors. These strategies provide directions in regard to the nature of assignments that build their competencies across 8 strategic areas.

The model covered in this book is based on 8 core strategic competencies required for any training and learning management function:

1. Thought process
2. Decision-making
3. Operations management
4. Training management
5. Project leadership
6. Strategic leadership
7. Global team leadership
8. Professional development

The model provides guidance with over 35 strategies that can be used to build or develop these competencies.

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CHAPTER 2

THOUGHT PROCESS

MAKE 3 CHANGES IN YOUR THOUGHT PROCESS FOR SUCCESSFUL TRAINING MANAGER’S ROLE

“Thought Process” is the first strategic competency in S2Pro© model of strategic competencies for training and learning management function for developing new training and learning managers. The thought process that is required in any training and learning function fundamentally makes it different from any comparable function in other streams. S2Pro© model of strategic competencies emphasizes starting with the thought process as opposed to other models which tend to start with skills. The model proposes inducting 3 fundamental changes in the thought process of new training/learning managers.

In general, in any profession, individual contributors tend to quite smoothly move into a manager’s role in the same profession if the competencies required at a manager’s role is just an extension of competencies employed at a contributor’s role. Ironically, I found that training and learning management roles stand at some exception where there is a big leap between the competencies required by management role versus the competencies required in at an individual contributor’s role. If you were an individual contributor a while ago and now have taken up the role of a new training/learning manager, then your overall perspective, the thought process, and approaches would need a thorough overhaul.

When you move up to a role of managing the training delivery as opposed to delivering the training itself, your tremendous experience as a trainer, instructional designer or learning professional no doubt will help you get you success in your new role. However, you would need to learn the new game quickly and reorient your thought process and approaches. This chapter describes the three most important changes you need to bring in your thought process and start practicing while you prepare yourself to move up to training or learning management role.

CHANGE #1: CUSTOMER NEEDS - PARTNERSHIP WITH CUSTOMERS TO FIND SOLUTIONS TO MEET CUSTOMER NEEDS

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When you step up to training or learning management role, the definition and the spectrum of a customer’s needs or expectations expand much beyond training as the only solution. Management of training and learning function is all about ...

Table of contents

• TABLE OF CONTENTS
• ACCELERATE YOUR LEADERSHIP DEVELOPMENT IN TRAINING DOMAIN
• ABOUT THE BOOK
• CHAPTER 1: STRATEGIC COMPETENCIES
• CHAPTER 2: THOUGHT PROCESS
• CHAPTER 3: DECISION-MAKING
• CHAPTER 4: OPERATIONS MANAGEMENT
• CHAPTER 5: TRAINING MANAGEMENT
• CHAPTER 6: PROJECT LEADERSHIP
• CHAPTER 7: STRATEGIC LEADERSHIP
• CHAPTER 8: GLOBAL TEAM LEADERSHIP
• CHAPTER 9: PROFESSIONAL DEVELOPMENT
• THE AUTHOR
• INDEX
• Accelerated Performance for Accelerated Times