The Answer Is Always Training?

 

The Answer Is Always Training?

I resist the urge to say, "Yes, we can do that," when a client requests training. Instead, I begin to ask questions. There are a lot of questions. The inquiry begins with something like, "tell me what happened that made training come to mind." Then I pay attention. Pay close attention. The response reveals information about the environment, culture, and management styles of the company. As we converse, we uncover behaviors, norms, processes, beliefs, knowledge, and skills that are all contributing to the undesirable outcomes. The investigation focuses on three areas: the environment, culture, and management styles.

Let's take a look at the 'environment.' We check here to see if employees have all of the tools, materials, information, and support they need to complete their tasks. Is the physical layout causing a stutter? Is documentation, if it exists at all, out of date? Is the software difficult to use? Do employees have the necessary management support? Is the correct person in the correct role?

Culture represents the mental models that shape behavior. When we talk about culture, I like to find out how decisions are made. This provides useful information about whether employees have the opportunity to express what they need, what they think, and whether they believe they contribute to the success of the company. Following that, the conversation becomes more organic, based on what is discovered. Other questions to consider here include whether people have enough time to do a good job. Employees and managers are held accountable for their performance in what ways? How are people recognised and rewarded? Is that consistent with what motivates them? What are the "unspokens" that affect how people go about their days?

Another angle is to investigate how management styles may influence engagement, performance, or turnover. We can learn more about this by participating in focus groups, conducting interviews, observing people, and reviewing engagement survey results. We're looking for evidence that employees require more feedback, clear expectations, and a clear path forward.

The next step could be to train managers on how to provide meaningful feedback. Some processes may need to be updated and documented. A leader might benefit from having a coach help her identify blind spots and adjust her approach. Often, there is an element of accountability that needs to be dusted off and used. This is frequently used in conjunction with performance management systems. Don't forget about assisting teams in better understanding, appreciating, and communicating with one another.

"We need training" raises more questions than it answers, and training isn't always the answer.

 Aligned Performance works with companies that want to improve employee performance, engagement, and development. We provide management and leadership development, as well as teambuilding. Leigh-Ann, the CEO, is a DiSC Facilitator.