Training is
essential for success—always has been, always will be. But like everything
else, not all training is created equally. Nor is there one-size fits
all when it comes to employee training (leadership, technical, interpersonal,
whatever). Some things to consider…
- Don’t dump
into training. In the short term, an employee will only rise as high as his or
her trainer. Put an idiot in charge of training, and don’t be surprised when
you’ve got intellectually challenged drones rolling off the assembly-line. - Segment or
modularize training. It’s true that “the brain can only absorb what the butt
can endure.” Thinking you can sit a plebe in a classroom setting (or technical
training scenario) for five straight days and them actuallylearn
anything, well, that evensounds stupid. Create useable, absorbable
chunks of homogeneous learning. Send ‘em out, and let them try it on for size.
Bring ‘em back and try some more… - Don’t train on
anything unless you’re certain it’s a training opportunity. If an employee’s
job is to press the big red button when the big black dial reaches “10,” and
they don’t, it’s likely not a training challenge. We frequently confuse
training needs with corrective actions, and sometimes even discipline. They are
neither. Training is for—and only for—demonstrated skills shortfalls.
Olympic athletes
need training; professional actors and musicians need training. Even the best
professional sports players in the world need training. It’s only in business
where we think, “…nah, she’ll be ok. She can just learn by watching Bob.”
Dumb, dumb, dumb.
But that’s just me…
KB
