Maybe… maybe not: there are so many contributing factors beyond the classrooms, training methods or curricula. Some of the most critical factors are contributed by effective leaders. You’ve probably heard the list from multiple perspectives. Here’s another viewpoint.
How Great Leaders Can Sabotage Training Efforts:
Don’t review or attend the training your team receives.
Don’t preview the training by sharing with your team what you expect them to gain.
Don’t partner to ensure curriculum designers understand your team’s performance objectives and current skill levels.
Don’t insist trainers take time to role play or practice new skills in a non-threatening environment.
Don’t systematically follow up to coach or confirm knowledge is transferred to skill application.
Don’t praise employee progression toward skill application.
Don’t track measures that encourage improvement of skills after training.
Don’t share how the training can benefit them now and in their future career paths.
Don’t bother to observe skill performance before holding people accountable for skilled results.
Don’t advocate to get the reference materials needed to support post-training sustainment.
Don’t adjust your language when reporting performance results to executives.
Don’t look ahead and plan for new skills needed within the next 12 months.
Most of these are necessary to see a return on the investment in training; if you don’t make them happen, who will? Supervisors can prioritize the momentum that turns training into profit! If you aren’t sure how to use your super powers, we’d love to help!