Relationship building is sometimes an overlooked aspect in the instructional design field. However, relationship building is an integral part to successful ID development. Subject matter experts, course reviewers, and design teams all contribute to the Instructional Design process and if one does not cooperate, the integrity of your project can be at stake. But with collaboration and solid relationships, your Instructional Design project can excel. Therefore, it’s important not only to advocate for sound instructional design practices, but also to advocate for the needs of your contributors.
Liz Ryan, CEO Human Workplace, states “project Management is a collaboration among people who all want the same thing and/but have widely varying views on the best way to get there. A project manager’s job is to keep everyone on the team feeling valued and listened to while keeping the many moving parts on track.” (source: http://lnkd.in/bMzz-hf)
How do you keep your team feeling valued and listened to?
Respect Their Ideas and Expertise
At BlackLine Systems, the Product Training team works closely with subject matter experts in deciding which content is relevant and valuable. The SMEs have input in the initial course planning and script-writing steps, as well as with the final course review. Their input is invaluable for creating accurate course content.
Respect Their Time
The Product Training team is cognizant and appreciative of our SME’s time. We work on a schedule that best meets their needs, even if it means arriving at the office before 7 am or staying past our normal work hours. The key is being flexible so that our SME’s are comfortable with recording with us.
When you spend a full day in a recording studio with your SME, you become pretty close to them in a short time. I spent a lot of time with a SME who was from out of town and was staying at a hotel. Even though we had met only prior to recording, I invited him for dinner and bowling after work with my friends. We spent all day cooped up together, I couldn’t imagine him staying cooped up in a small hotel room all night either. He accepted the invitation and we had a fun time relaxing outside of work. Now, whenever he’s at headquarters, he stops by my desk to say hello, an indication that we’ve developed a good relationship.
I think it’s also important to praise your collaborators. At BlackLine, we have a points system, called You Earned It, in which you give points to your colleagues that can be redeemed for prizes. The points seemed hokey at first, but it’s a positive way to thank your colleagues for their help. You can also set the points award to be public, which is a nice way to let the entire organization know that “hey, this person went out on a limb for me”. This public acknowledgement spreads good will and feelings of being appreciated.
Acknowledge Their Contributions
Our Product Team recently presented at the company’s monthly meeting (each month a different team presents). This was yet another avenue to express our gratitude to those subject matter experts, course reviewers, and designers for their help. Recognition is not necessarily a driving factor for why colleagues help Instructional Designers, but it’s a positive way to show mutual respect. I’m glad our company offers these ways to encourage collaboration.
With respect and acknowledgement, instructional designers can build successful relationships with their colleagues, which in turn will aid in the creation of excellent training and educational materials.
Pepperdine University School of Law spent several months planning and designing a classroom upgrade, fondly called the educational technology update (or ETU).
As a new member of the Information Services team, I joined the project in its initial planning phase. Funding had been approved but information regarding the ETU requirements needed to be collected. I spent the first couple months of my new job interviewing the School of Law Faculty. This was fruitful in two ways. The obvious, we received valuable input on what technology was needed in each classroom and thus secured faculty buy-in on this great change.
The less obvious reason why the Faculty interviews were fruitful is that it introduced me, the new Manager of Instructional Technology, to the Faculty.
There’s nothing like jumping in the deep-end to get to know your colleagues and gain respect.
I spent hours meeting with Law Faculty members interviewing them one-on-one about the classrooms, their expectations, their hopes, and their needs.
These meetings provided me with an opportunity to show the tenured and adjunct faculty that I was knowledgeable and credible in my field of Educational Technology. It also showed the faculty that I had a genuine interest in their opinions and skills. It also opened up conversation and started relationship-building. It showed my constituents that I was someone they can come to me for technical support, problem solving, and brain-storming.
As a new employee, I highly recommend communicating in person. Get out from behind the computer and off the telephone. Knock on doors, make your face and voice known, but above all, listen to what your colleagues say and follow-through with the best of intentions. Doing so will reiterate the fact that you a valuable part of the team.