Archive for Training

Why a Journey Map Matters

When we take on a project, one of the first things we do is to lay out a journey map. We do this because it helps us tell a story, outlines where we are going, and most importantly, it outlines the stages or gates that help us know if we are making progress.

For a full change management overview of the journey, there are three specific views that will make a difference.

  1. Sponsor journey map
  2. User journey map
  3. Development (or project) journey map

Sponsor journey map

The sponsor journey map gives the sponsor an idea of what we are doing, the key dates when activities are occurring and the approval gates the sponsor will want to ensure approvals are performed. This journey map

User journey map

The user journey map is the journey the user will go through so the project team can layout the path that the user can expect to follow during an implementation. This will include informing their teams about when communications will come out, dates that will impact the users, and the implementation, training and support plans. It will give key dates and provide them will information they will need to know on the “day of” cut-over.

Development (or project) journey map

This is the journey map that allows all specialties to work with and is the most detailed. It will identify the following:

  • Phases of the project
  • Important design or decision dates
  • Specific changes that will occur and how those changes impact the business, users, or customers.

These are important items so that the specialist teams can provide the support needed for the project. Specialist teams such as training, communications, development, document managers, etc.

To truly provide a rich experience for the people being impacted by change, without a journey map they may flounder in understanding what actions to take, the key messages that need to be shared, and the plan moving forward. During a project, the journey map matters!

It is not the only thing that matters, there is a lot of work in a project that involves readiness, development and sustainability planning, but the journey map can remove a lot of headaches and help everyone see the bigger picture.


Did your technology investment fail?

Technology solutions

Efficiency at the cost of humanity may cause more harm to a company than good. Well-designed people strategies and tactical action among teams as aligned with efficiency models, yes, but let’s not try to solve productivity with the implementation of software if people strategies have not been considered in the overall plan.

Let’s decode this from the corporate speak…

If you are going to buy the software there needs to be a plan in place for the people who use it!

Case in Point

Shared with us in a meeting this week was the sad story of an organization who indeed did buy a software solution but put no plan in place for the people who will use it. That plan would have involved the following:

  1. Communicate: Know the desired outcomes for the software and how it is intended to be used, then convey it to the people who will be using it. (Vision)
  2. Implement well: A lot of software has multi-level offerings which allow the product to scale along with your company’s growth by providing additional plugins and add-ons to increase functionality. Hire someone from the vendor site to come in and assist the project team in implementing the solution. Target specific needs and functionality to meet desired outcome. As an added change management strategy, ensure that front line users and decision makers are included in design workshops to make sure the tool is being built and rolled out to meet actual need. This will simplify the task for your IT team who are unfamiliar with the software and generate increased buy-in as teams get involved.
  3. Train: When you ask your employees to self-learn a new software, that software will not give you the bang for your buck that you were hoping for. Your team is likely too busy in their day jobs to find resources and play with the tool. Why would you want them to trade efficiency for a savings on training? Let them learn from an experienced trainer, with all the hints, tips and shortcuts provided in a day or a weekend to benefit your investment rather than the plethora of hours your team is taking away from the day-job as they navigate their way through self-tutelage.

Non-technical people often make the assumption that those who appear tech-savvy instantly know how to use all technology. This, simply, is not the case and why it is so important to provide administrators and users with training and certification courses. In addition to that, you want your team using the software in a consistent manner.

If you want to realize a decent return on your investment (ROI) from your new “efficiency” or “Client Relationship Management” tools, you need to wrap some people strategy around their use. Fail that, and you fail your expected ROI.

I laugh when someone states, “That technology was a waste of money.” When more often than not, the technology was never the problem to begin with, it was the lack of people strategy around the solution.

This version of this post was also presented on Linkedin as “Your Grand Investement and Why it Fails”


Policies, Procedures and the Leadership Team

PoliciesWhether you have 10 people walking in the door for work or 1000, they all bring with them their dreams, hopes, values, frustrations, problems and their desire to make their career the best it can be. People bring with them every experience they have ever had, and their perception of what that experience has meant to them, good or bad. Most of them will react to everyday situations based on those experiences, putting a wrapper around the situation based on what they believe it means to them.

Witnessing the human dynamic can be both awe inspiring and difficult, depending on what is playing out at any given time within the organization. You will have motivated and non-motivated employees, you will have great leaders and managers who are biding their time. There will be people with good intentions and the odd one with not-so-good intentions.

And this is why every company needs to have policies and procedures in place with strict adherence to them.

For the routine actions and for the unusual actions that will occur in any company, a set of guidelines for both employee and employer provide clarity and help avoid miscommunication.

First, the best place to start is to look at your Provincial or State labour standards or code. These are the guidelines you as an employer must uphold, it is the law in the place where you live. It is also the job of every manager in your company to know what these are; are you helping them? Small companies without a solid HR presence will especially need to know what the rules are.

Second, you need to protect the company and your employees from harm. Harm includes law suits, security issues, labour problems and safety. There are clear guidelines in all of these areas as well. Do your homework, make sure you know what your rights are and make sure you know the rights of your employees. A company handbook can include some of these items.

Third, you need to understand what processes you as a company wish to work within, basically; “What are my manager’s supposed to do and what are they allowed to do within these walls and how do I want them to accomplish it?” AND “What are my employees supposed to do and how do I want them to accomplish that?”

Many companies are unaware of how important their own policies and procedures are.

Executive team, not everyone ‘works like you and thinks like you.’

I know a lot of companies are weary trying to keep up with the legislated pieces and want to apply more of the budget to operations rather than HR. However, HR, when given the right direction and authority, have the ability to save the company many dollars in the long run.

From vacations to stress leave, from benefits to complaints, without a solid set of procedures to access and the guidelines of what to do, your employees will be scrambling for answers and wanting support. In most companies employees want their immediate manager to have both the answers and the authority to make a difference for them. Have you prepared your management team to handle all they will need to handle when they encounter a difficult situation or event, a budgetary shift, a grievance? Have you prepared your HR team to take on what the manager cannot? Have you outlined the differences in their roles? Are you tracking attrition, complaints, costs of transition, and more? Have you outlined the overall ‘behavioural intolerance level’ your company will not accept and what happens when they arise? If not, you have some work to do.

It is easy to make the assumption your staff understands how you want the company to run, after all, you are there every day and you are showing them how to do it. Be cautious, leader, these people need things clearly laid out, eliminate as much opportunity for misinterpretation of your desires as possible. Empower your staff to make decisions without you because the policy or procedure is spelled out in a way that supports your teams and protects your organization. But be aware, this is not a quick task or a two month answer, you will need facilitation and direction through about 18 months to two years of development if this is the first time you have embarked on such a task and you have more than 20 employees.

Give your Managers and HR department the tools and the power to make a difference for you and for your staff. Develop a company where everyone knows what support looks like and your teams are empowered to shine.


patticroppedPatti Blackstaffe works with people and organizations to develop
Happy Workplaces world-wide guiding them toward mastery and leadership
through consulting, advising, coaching, speaking, and delivering training.

You can reach Patti at 1-855-968-5323

Contact us here to book for Idea Sessions, Change Management, Executive Coaching or Team Development.

Idea Sessions | Change Management | Executive Coaching | Team Building



Gold Medal Olympic Leaders

(Photo from file 2008)

Photo Courtesy Walt Blackstaffe 2008

Congratulations to all Olympic Athletes – they’ve been training most of their lives, they have competed all over the world with other contenders. The ‘ski industry community’ is very small – each name comes with a story and athletes are very familiar with one another. Canadians with Russians, Swedes with Americans; they all know each other and their personalities and reputations follow them all over the world.

Alexandre Bilodeau has his own legacy, one that has followed him around within the industry – and now he has triggered a new legacy as the world congratulates him on winning the gold medal in Men’s Moguls for Canada. What people in the skiing community know about Alexandre is that his older brother is one of his heros. Frederic has cerebral palsy, and his medal winning brother attributes much of his success to what he has learned from Frederic. Alex has made his mark. But it doesn’t stop there!

As of yesterday, Alexandre Bilodeau has just taken on a new leadership position. He is the first Canadian to win a gold medal on Canadian soil and is a new role model for young athletes’ world-wide. His job is about to get a whole lot bigger than it has in the past, and he has just boarded a new lift. He will be inundated with sponsorship offers, event invites and much more.

Alex is about to test his leadership skills more publicly than any of us in business usually do – they will be tested in front of the world for all to see and base opinion. The stats only tell a portion of the story – he won the gold medal, that’s the stat. Each step he makes from here will define his leadership and mentorship of a community within an industry that pushes for excellence and hard work. The public will (rightly or wrongly) judge his character and lay expectation before him of how a ‘gold medal winner’ is to behave.

Sponsors he chooses to work with will want their products represented with just the right persona. All leadership roles take on this kind of pressure and expectation, a bit less public but all people who are being led make assumptions and build opinion about their leaders.

What’s often missing is guidance for the new leader – that ideal element leading to the success of leaders within organizations. Having advisors to train, coach, or guide them through how to manage opinions, expectations and build alignment with teams and collaborative business units can make the difference between success and failure.

Being a great leader and mentor calls for being authentic. One cannot build a false ‘persona’ for the public then lead a different life in private because they will always be found out. (I don’t need to share examples here, you know who they are.) Leaders can choose to be a ‘better self’ making their actions a legacy worth sharing with their children and for all others to follow.

Strategic Sense offers a program for new and emerging leaders called “14 Weeks of Managers Making the Mark” teaching leaders to make their mark by leaving a positive leadership legacy in their role as leaders everywhere. Contact us to find out more about our programs for leaders.