Training lasts when someone in the next office can answer a colleague's question, so we train the people who will do exactly that.
A workshop teaches the people in the room. A train-the-trainer program makes sure the next person can learn too. PRESWERX trains selected colleagues in each office and department to coach others: to run a short practice session, to answer first questions, to spot a use that needs a reviewer and to bring harder questions to the right owner.
Leaders choose the coaches, often a mix of department staff, team leads and people from IT or HR who colleagues already ask for help. We train them in person at your offices, teach coaching as well as Claude, and hand each one the materials to run sessions of their own.
The result is a network that does not depend on PRESWERX being in the building, and a clear channel for questions to travel up to leadership.
Department heads and office leads nominate colleagues whom others already trust.
In person, leaders practice Claude on their own work and rehearse how to teach it.
Each leader returns to an office with a session guide, and a PRESWERX lead stays available for the questions they cannot settle.
The managing partner and the director of practice support name a leader in every office, and a senior paralegal teaches colleagues how to check a draft against the source file.
The chief operating officer of a physician group appoints a practice administrator at each site, and she coaches front office and billing staff on what may be shared.
The vice president of operations picks one person each in admissions, finance and facilities, and they meet to compare what their colleagues ask.
The agency's chief of staff trains a leader in each account team, who helps colleagues draft briefs and keeps the review rule everyone follows.
Someone colleagues already ask for help, with enough standing to say that a draft needs a second look. Seniority matters less than trust and patience.
No. Most are not. They learn to use Claude on their own work and to coach others, and a technical contact is named for questions that need one.
Leaders decide that from how the work is spread across departments. We suggest where a leader would be most useful and you confirm.
They run practice sessions, answer first questions, collect what colleagues find hard and pass those questions to the people who own policy and systems.
Their material comes from your policy and the reviewer your organization names, and anything new goes to those owners before it spreads.
Leaders in the first department are trained first. Leaders extend the program to other offices once that network is running well.