Avoid traps in training

I went to training last week. Some of the people were new ideas and some did not. After I had very interesting talks with them about how training could actually run in their workplace. They raised interesting potential events that I would like to share with you.

Some groups doubt that they could use it in their environment, as it would require purchases from senior executives. If we were talking about performing a training plan, with an experienced coach, regularly one to one session for each person and possibly linking to food and other development plans, maybe I would agree. Although training does not have to be such a big thing. If someone in the group comes to you with a problem and instead of jumping in with a response ask yourself some questions to make them think of a solution – that's training.

I think the training industry did not help this sense that training is a "big thing". Nowadays, there are lots of powerful sounding training options that cover all sorts of areas like intellectual behavioral training and emotional intelligence. But any manager who can learn to approve an approach to his team and expect their people to take responsibility for their challenges can train. And what matters is that you do not have to have a special simple training session to do this – it can be done in a special way.

Another objection to the approach was that it is sometimes easier to tell people how to do something. This is especially true when the time is pressure. I totally agree. I see training as one tool in the master's workshop. There are many others like worthy methods. It is good to mix them according to circumstances. I think you were a poor manager if you were always using the training tool as it would be inappropriate to always instruct your staff how to do everything.

One participant had attempted training on one basis with one of the team who perceived it as a therapeutic assessment and began to study their diarrhea in detail. It is very important to be clear to coachee that the scope of the meeting does not involve personality, emotional and mental problems. The meeting must concentrate on the behavior and success of the workplace. Of course, as attendees reminded, there may be gray areas where two can mix. For example, a manager suffering from nerves when he introduces. The coach needs to use common sense. If at any time, it is clear that the conversation is undergoing psychological treatment, the trainer must stop this and require the trainer to seek professional help.

One person worried that if he coaches rather than offering answers, people might perceive him as an idiot who was trying to cover lack of knowledge. This is a common concern, especially when the identity of the manager is well based on knowledge. I was worried about this with one of my first training projects. After a month sitting at meetings that spend most of my time just listening to what my clients were saying I wonder if I was adding some value. But in the business world a lot of people speak, the listener can be like a gold dust. Also, it's no shame to spend time listening, to do it well is really very hard, it's far from idle activities.


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