How do you manage and lead a team of corporate trainers?

We like to think of training data as a vital link between our clients company’s mission and their strategic actions. It’s more than numbers; it’s a reflection of our team’s journey, aligning with the broader goals of the organization. By analyzing these insights, we create strategies that resonate with our client’s mission. For example, when data shows a positive correlation between specific training approaches and productivity, it’s a signal to align strategy more closely with these findings, ensuring our mission and day-to-day actions are in harmony.

Leading a team of corporate trainers is all about being a supportive captain! Keep communication open and listen to your trainers ideas. Make sure everyone knows their role and encourage them to shine in their strengths. Provide clear goals and give feedback that helps them grow. Create a positive and fun atmosphere so everyone enjoys their work. Be approachable for questions or concerns and celebrate successes together. It's like being a team player and coach rolled into one helping your trainers do their best work and cheering them on to victory.

In my role as a corporate training leader, I implemented a vision focused on aligning sales training with organizational goals. This strategy resulted in a measurable increase in sales performance and customer satisfaction.

Let's not confuse an SME, Trainer, and instructional designer. These are 3 different roles with different skill sets. A SME is normally an expert from the line organization. A Trainer is normally a version of an SME that also has skills in facilitating or mentoring others about their job. An instructional designer has skills in creating training programs from and for the SME and Trainers. However, some organizations like to establish 1 role that does all these, but there are very few that have the education and experience to perform all these functions. So, usually the training manager includes instructional designers on the team, collaborates with line leaders to determine SME, and establishes a development program for potential Trainers.

I've led teams where diversity wasn't just a goal; it was a strategic advantage. By bringing together individuals with diverse backgrounds in a compliance training initiative, we crafted training content that was not only legally sound but also engaging for a wide audience.

Managing a customer service training project demanded meticulous planning. Our structured approach allowed us to deliver high-quality training modules within the set timelines.

What I've found that helps most training programs is using a structured process to approach every training project. The instructional systems design (ISD) that is normally adopted is ADDIE (or a version of it). This makes planning and determining project plans easier and consistent.

I look at this in 2 parts: (1) determining effectiveness and (2) evaluating the program. When I'm determining effectiveness, I'm looking to ensure the training accomplished what it was supposed to, and if not, the next steps to do so. When I'm evaluating the program, I'm looking at what went well and could be useful for other training initiatives and what challenges existed to overcome next time or in the future.

One thing I found helpful when it comes to leading a team or corporate trainers is check in with them and step in with then a train a a few classes. It gives them much respect for leaders when they see their own leader stepping in and teaching a class or two. As a leader teaches a class they are able analyze and collect data from students to see where improvements need to take place. Never be to high and mighty to work beside a direct report.

Effectiveness in corporate training is best showcased through tangible results that resonate with stakeholders. Presenting quantitative data on employee performance improvements, increased productivity, or enhanced skills acquisition provides a clear and measurable impact. Additionally, qualitative feedback, such as testimonials from participants, can offer insights into the training's qualitative success and opportunities for the trainers. A comprehensive approach, blending both quantitative and qualitative metrics, ensures a compelling presentation that highlights the trainers' influence on organizational growth and employee development.

Vivenciei como Reitor de um Centro Universitário e na lideran?a do treinamento corporativo como meio de trabalhar o rebranding outras duas formas: (i) estabeleci programas de desenvolvimento profissional para a equipe de treinadores, oferecendo workshops, cursos e recursos atualizados. Isso n?o apenas manteve a equipe atualizada nas últimas tendências, mas também demonstrou um compromisso com o crescimento individual e coletivo e, (ii) promovi uma cultura de colabora??o dentro da equipe, incentivando a troca de conhecimentos, experiências e melhores práticas. Crieir espa?os regulares para reuni?es de brainstorming, compartilhamento de recursos e discuss?es abertas que acabou por estimular a inova??o e o fortalecimento da coes?o da equipe.

At Alkemy, we view corporate trainers as the key players in the entire process. While having a top-notch platform is important, our long-term success depends on ensuring our trainers are satisfied and motivated to train other corporate learners.

I'd say inspire through empowerment. One of the most effective displays of empowerment, for example, is letting your team members lead client conversations. Prepare them, of course. Have mock runs, ask questions, grill them if required, but when the time comes, stay in the background and resist the temptation to jump in, unless. It is astonishing how much team members lift their game once they get a taste of client conversations. When they feel empowered, they feel responsible. They dig deeper into what to anticipate and how to answer, and the fact that you are there to back them up is real inspiration.

While leading my team of instructors on one occasion, I decided to implement a continuous improvement program. I organized interactive and challenging workshops to promote skill development, encouraging them to explore innovative teaching methods. During one of these sessions, I introduced a hands-on training simulation, simulating a virtual classroom environment. I encouraged the team to adapt their instructional strategies, resulting in a more engaging and interactive approach. The lesson? Investing in the individual development of instructors directly impacts the overall quality of training, increasing customer satisfaction and strengthening the company's position in the market.

I would also encourage the team to revisit the program (either holistically or for each of their respective responsibilities) and ensure that the information being trained is still relevant and meaningful. This is often something that gets forgotten and if not addressed, can really serve to negatively impact the entire program.

It is about fostering an environment of collaboration, open communication, freedom to innovate and experiment. Empower them with necessary tools & trainings which will enable growth. As their leader practice the art of giving & receiving constructive feedback so that they can emulate without reservation.

Have a clear cut expectation setting and areas of expertise to operate. Then enable a conducive environment to learn from each other starting with the leader himself/herself. Innovation and creativity being the core should be there at all cost