Hi everyone!
Love this topic and so excited to be in the group!! I got a lot of questions during the recent TLCC about how to convince folks in leadership positions in our organizations to get on board with onboarding! Sometimes, they come with the most experience (and loyalty) to legacy softwares. Other times, they may be less willing to look like new comers on any subject! This can tie directly into how well our efforts at onboarding go with the rest of our staff because we need the buy in from above to dedicate the necessary resources to effective training. Does anyone have strategies to share on how you've demonstrated return on investment in training to department or organization heads? Do you have to defend a budget or present on the work you do to maintain support or advocate for additional positions or pay to retain talent? Tessitura is a big "line item" to begin with, and I am curious to know how organizations perceive the ongoing human resource needs of the software!
After every conference I give a feedback session/presentation of what was gained and I like to run a little bit of ROI in there suggesting the labour save with processes or the potential increase in revenue. When building out automations or plugin's I like to add that in as well in order to have some concrete (or al least wet cement) to feedback come board paper time. That in itself is a good data decision loop testing your wins.
But there are some really good change management tips that I was reflecting on in last season of WorkLife with Adam Grant which got me to thinking about making the Plans/CSI reminders that email you on the Due Date as a way of bringing the magic of Tessitura to the Executive that would never otherwise open the thing. Clear and actionable dashboards are another way to have Tessitura add value to the C-suite without them having to go near it - and doesn't everyone love a bit of graph porn (as my Exec Director was want to say)?
The other way to speak of the value of Tessitura is to add in the Sector Development or Leadership that you do when you run a training session or give a TLCC talk. We report on all the Analytic Coffee / Affinity Group / DEAI advisory / TLCC presentation etc, things to the government and it's a great way of celebrating the wins of the company through Tessitura. My Artistic Director and I are on the same page and we talk about this a lot.
If our mission is We believe that dance changes you. To experience contemporary dance is to go on an inspiring and fulfilling journey. More than simply witnessing something beautiful or engaging with an art form, it is to be positively altered then I'm going to do that from anyplace in the organisation, including analytics and DEAI advocacy. I'll talk about the wins at every staff, board and commercial strat meeting if they let me.