upervisors who refused training do not see the benefit of your offers.
Either your training has no real benefit or they do not have the ability to see the benefit.
Her supervisors do not want to join the training program offered to them by the company. Pacita, the manager, said that she found it difficult to convince supervisors to attend a weekly 90 minute session on effective supervising. Some of her supervisors persuaded her that there is nothing wrong with them and they felt offended.
Ana, one of her supervisors, is convinced that she is too busy doing their job that attending training will just add to her burden. Besides, the supervisor whom she replaced never attended any training for supervisors until she retired.
Never mind that customers constantly complained of bad service. The customers, they thought, were just too demanding. Never mind that many employees slept on the job; people get tired with too much work. Never mind that employees did not report on time and request were not acted on immediately; they were used to it.
The problem is the illusion of enough. Supervisors who do not recognize the need to improve will not improve. I told Maria that she must help her supervisors see the need.
And that given the belief of her supervisor about training, the training is urgent.
I work with clients in designing and implementing competency-based leadership development programs. I am good at creating leadership learning experiences that support wildly important organizational goals.
Four times a month, I facilitate team building exercises. I lead a pool of team building facilitators too — and I welcome workplace practitioners who want to learn how to do it professionally.
I am the president of Starfisher Asia, a people development consulting company. I live in Los Banos, Laguna.
You can use the form at the bottom of this page to get in touch with me.