Practice Makes Permanent

You can’t change process without changing people…2015-04-26 12.50.11

 The change Tyler’s three leaders launched required five stages. The leaders planned to introduce one stage to their own teams over each of the upcoming five weeks.

By week two only one team had executed the stage one process well enough to progress to stage two.

  • Tyler’s investigation into the cause of the poor start revealed that the leader of the successful team prioritized heavy practice and coaching the first two days of the week.
  • When the second stage was launched, Tyler closely monitored both the effort and quality of practice time in all three teams.
  • Continuing to measure this critical learning need to practice new skills allowed his entire team to get back on their launch schedule and see the return on their investment of time and effort.

 Reality: To increase the probability that you will see a return on your training investment and that people will apply new skills, build in accountability for practicing the skills in a safe environment with feedback.


  • Train both leaders and employees so leaders can confidently coach new skills
  • Prioritize time in training for roleplaying applicable skills.
  • Measure first employee efforts and follow up with practice opportunities for those who seem insecure.
  • Never discipline an employee for neglecting a skill until you have actually observed them demonstrating it accurately.