I often ask how long training time should be and how often they should take place. I'm afraid the question is how long the string is?
We know how extremely flexible training tools are and there are many ways to use it for good.
Usually training is a predetermined date and time that a coach and individual would normally retire in a special area and perform the training in a fairly formal position.
Once again, provided that the principles of training are followed, this can be very effective. However, it does not have to be this way and much effective training is done by chatting with the coffee machine or talking to the elevator.
It depends on how much time we have available, the wishes of the skilled and the complexity of the training.
Simply we need to think who decides whether training is needed at all. As managers, we may need to start training because of some organizational changes, or we might encourage people to seek training when they become aware of issues they want to continue.
Trust is the key because as long as the people we coach trust that we do it for the benefit and their needs are very important, they will be honest and open to the answers and participate in the training effectively.
We should consider considering preventing the trainer with the ARROWF training! Since F stands for follow-up.
Many years ago I had a problem with workload management. I used to organize my inbox with easy, simple tasks at the top and more important work at the bottom. Unfortunately, sometimes it meant that I was spending time on easy tasks at the expense of the most important and creating pressure for myself as a result.
I kept training in this matter and decided to keep on living in the tray in exactly the same way, turning them upside down so that I really worked from the bottom up.
I tried it for a couple of days successfully but was struggling to break the old habits. Surprisingly my coach called one day and asked me how to get there. We talked for a few minutes and at the end of the conversation, I was fully committed to the program. I got stuck on my project and eventually broke bad practices and started to see that there were other ways to prioritize my work.
Without observing the likelihood that our training will be effective are less. Training is essentially helping people change behavior that is holding them back. But these types of behaviors do not give up without fighting and ongoing coach support can be the difference between creating a new pattern or returning to an old habit.
But like training itself – this does not have to be a big task. Two minute call or three line email can be enough to let the people we coach know we are there for them.
Useful questions to ask are:
What actually happened?
Is it what you want?
What have you learned?
How can you improve this?