Training Industry Magazine - November/December 2020 - 46

need acceptance from all levels. As with
any implementation, if there is not support
at all levels, the failure rate increases.
When it comes to values, it is equally
important to gain buy-in at all levels.
Establishing cascading behaviors is an
effective strategy for gaining this support.
For example, let's use the value statement
from the TTUHSC beyond-service value:
Create and deliver positive defining
moments. The intent of cascading
behaviors is to identify how you and your
teams will enact established values. At
a department level, how will we act to
create positive defining moments in the
work we do? As a team, how will we act
to create positive and defining moments?
As an employee, what behaviors will lead
to positive defining moments?
With this activity, we acknowledge that
not all behaviors will be applicable at all
levels. Instead of trying to force behavior,
provide employees an opportunity to
own how they will practice going beyond
service. This will eliminate questions
regarding how to accomplish a behavior
that has been assigned to them rather
than created by them.

IMPACT OF GOING
BEYOND SERVICE ON
L&D PROFESSIONALS
As L&D professionals, there are multiple
methods to encourage and foster a
beyond-service culture:
*	 When designing instructor-led training,
consider ways you can incorporate
the value into the topic at hand. For

example, when discussing servant
leadership, ask employees how can
they use that framework to develop
a beyond-service mindset? This will
provide employees an opportunity to
connect personally with the topic.

in the organizations we serve. We all
decide the impact we have within our
organizations. Living beyond service
is one way that employees, regardless
of their level, can create and deliver
positive defining moments.

*	 When designing eLearning, how can
you incorporate going beyond service
in training scenarios and questions?
For example, in eLearning around
de-escalation techniques, provide
scenarios that demonstrate how
responding, rather than reacting, is an
example of living beyond service.

In times of change, as we're
experiencing in the COVID-19 pandemic,
organizational culture is important to
achieving long-term business success.
Leaders have the opportunity to seek
insight from their employees to ensure
the vision and values of the organization
are aligned. By engaging our employees
in identifying values and defining
behaviors that empower them to bring
those values to life in their day-to-day
work, we create the opportunity to
increase employee engagement as we
navigate the changes ahead of us.

*	 When coaching a leader or team on
holding difficult conversations, how
can you connect the tools being
taught to going beyond service?
For example, the tool used at the
TTUHSC was modified to include a
step-by-step conversation planner,
including key behavior reminders and
illustrating how each step connects to
organizational values.
Leveraging these examples, L&D
professionals can guide employees to
enact the values of the organization
and keep them alive. We all play a role

Jason R. Weber is the associate vice
president of people development for the
Texas Tech University Health Sciences
Center. In this role, Jason oversees
the office of people development and
the people and culture team, who are
committed to creating sustainable
initiatives that bring TTUHSC's values to
life. Email Jason.

L&D'S ROLE IN BUILDING A BEYOND-SERVICE
ORGANIZATIONAL CULTURE
As L&D professionals, living beyond service can take many forms. Using
the values from the Texas Tech University Health Sciences Center as a
reference, consider the following questions to develop training solutions
that reflect the values of your organization:
A N TICIPATE : How can you anticipate the needs of those you are
training? What support can you provide that will empower employees
and leaders?
I NV EST: How can you invest in the well-being of those who seek
your leadership advice? How can you create a safe and successful
environment for them to grow?
SOLU TION- OR IENTED: How can you leverage learning and
development as a solution for your organization?
E XCELLENCE : For the organizations you serve, what does delivering
excellence mean in learning and development roles?

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Training Industry Magazine - November/December 2020

Table of Contents for the Digital Edition of Training Industry Magazine - November/December 2020
