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Monday, 10 April 2017 03:49

Are you the biggest loser?

We need to measure the short and long term success of the training we run. The evaluation forms at the end of the day are not sufficient … at all. Do you measure the short and long term outcomes when you run the training and development of your people? Or do you hope for the best?

What if they decided on the reality TV show ‘The Biggest Loser’ to no longer measure the weight of the contestants before, during and at the end of the program? How would they know how they are really progressing? How would they know if they are doing better than their competitors? 

Do you think the viewers would be as motivated to stay tuned if there wasn’t a ‘weigh in’ each week or if it were all guesswork?  I’m tipping a big fat ‘No!’.  Yep pun intended ;-) 

I was working with a large finance organisation on a 12-month program to improve the internal service that the IT department was delivering. We were focused on how they build relationships through the work they do, that is, the ‘soft skills’. 

We staged the workshops in four parts over the 12 months. At the end of each quarter we conducted an internal survey with their customers to assess what was working and what could be better. We also measured the mind-set and capability of the participants and some numbers around turnaround times, incident reports and profitability of the business unit.

These measurements, coupled with conversations with the leaders, helped us determine what we needed to focus on and tweak for the next quarter and the next. This meant that as we rolled it out we were able to understand what was landing and what needed more work. It accelerated the success of the program and it also meant we were not guessing - allowing us to truly engage with the participant on the areas that made the biggest difference. We were not having conversations about what we thought. We were having them based on what we knew.

The outcome was huge. 

We improved internal customer service by a staggering 48%. Engagement of the IT department grew by 33% and regrettable turnover was on the decline. Needless to say, the department became more productive and profitable and the success was clear and visible. 

Why do we measure success?

  1. To know whether it’s working or not and measure our return on investment
  2. To make decisions about what needs to change for the future
  3. To use it as a motivator to keep moving forward or hold those to account that are holding it back.

It’s that simple and that profound. 

Not only do the results help us re-align and aim appropriately but they typically become motivating. Whether we are in the lead or not.

Avoid losing out on knowing and using the results to drive momentum and more change. It’s not as complex as you think.

Read all about how to measure success and drive game changing cultures in my first book or ebook of Fixing Feedback or look out for my new book coming soon “Embedding Feedback Cultures in 90 days’.

Last modified on Thursday, 18 May 2017 10:12

About Georgia

Georgia is obsessed with the power of great communication. She knows how great communication leads to great collaboration and helps create outstanding cultures.


Email: niki@georgiamurch.com

Phone: 0402 119 333

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