CASE STUDY #2:

Finweek English Edition - - MANAGEMENT -

When Christopher Christophe Lind worked at a soft­ware com­pany, he h led a team of eight peo­ple who were re­spon­si­ble for train­ing the com­pany’s sales sal force. Most of them had been with the com­pany for a while, but many didn’t have for­mal skills in in­struc­tional tech­nol­ogy and de­sign. Still, “I was for­tu­nate that ever ev­ery­one on the team had a strong de­sire to learn,” le Lind says. “They wanted to grow th their skill set and fa­mil­iarise them­selves with w new tech­nol­ogy.”

The team made great progress, ex­ceed­ing ev­ery goal Lind Lin set and then ask­ing for new ones, so when it came time to re­ward them as a group, m more ad­vanced train­ing seemed to be an o ob­vi­ous choice. He pur­chased a multi-l mul­ti­icence agree­ment to in­struc­tional de­sig de­sign soft­ware. “I had spent enough time with my team to know they were ea­ger to expa ex­pand their ex­pe­ri­ence and tech­ni­cal abil­i­ties, abil­i­ties,” he ex­plains. “I knew it could lead to them mov­ing on to more se­nior jobs,” he says. B But “I ul­ti­mately de­cided that pro­vid­ing the them with a valu­able de­vel­op­ment op­portu op­por­tu­nity out­weighed that risk.” In fact, he h hoped it would give them a rea­son to stay. And A he was right. Sev­eral team mem­bers told to him that his in­vest­ment, of both mon money and time, made them feel val­ued. It als also gave the team some­thing ex­tra to work wor on to­gether.

Amy Gallo is a co con­tribut­ing edi­tor at Har­vard Busi­ness Re­view. Rev

© 2013 Har­var Har­vard Busi­ness School Pub­lish­ing Corp. © ©T The New York Times 2013.

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