How a healthcare training team shifted from order-takers to strategic partners through Flawless Consulting®
“We went from taking orders to being invited into the room where decisions were made. Flawless Consulting gave us the language and confidence to truly partner with our leaders.”
OVERVIEW
Previously, leaders would approach the training team with requests for specific programs, such as “we need training on X,” without exploring the underlying challenges. Trainers would typically fulfill these requests without investigating root causes or aligning efforts with the organization’s broader goals. As a result, significant time and resources were spent developing and delivering training that had limited impact on actual performance outcomes.
A major American healthcare company sought to transform its training function from a reactive, order-taking role into a consultative and strategic partner within the business.
OBJECTIVES
SOLUTION
The training team began by contracting as a group on how they wanted to collaborate and show up for one another. They agreed to give and receive real-time feedback during training sessions, moving beyond superficial praise to constructive insights that would enhance their facilitation skills. Custom feedback notepads were created for quick observations, and post-session debriefs became standard practice to drive continuous improvement.
Following the Flawless Consulting® workshop, the team met to define the ideal experience they wanted leaders to have when partnering with them. Together, they established a set of “want” statements to use during every new training request, ensuring clear expectations and authentic alignment
They also redesigned the training request process to include reflective questions such as “What is the future you want to see?” This prompted requestors to articulate desired outcomes before scheduling an intake or contracting meeting.
Finally, the team began bringing real examples of internal consulting situations into group and one-on-one meetings. Sharing what went well and what did not helped the entire team learn and grow in their consulting conversations.
IMPACT
The quality and relevance of the training team’s work increased significantly. Through more effective contracting, they reduced time spent on low-impact activities and redirected their energy toward initiatives that truly shaped the future desired by leadership.
The perception of the training function evolved substantially. Once seen as task executors, the team became recognized as trusted advisors and vital contributors to strategic planning and sales enablement. Leaders began to invite trainers into the room earlier, valuing their input in shaping key decisions. As a result, critical work was accomplished more efficiently, and employee sentiment toward training, as reflected in pulse surveys, rose sharply.
A tangible example of this shift occurred during the company’s annual National Sales Meeting (NSM). Historically led by the marketing team, the event’s content and execution were handed to the training team following their Flawless Consulting journey. After aligning internally on how they wanted to collaborate and lead, the NSM experience improved markedly. Survey scores from marketing, sales directors, and executives all showed notable increases for two consecutive years under the training team’s leadership.
