Training is a Journey Not a Destination
Training is a Journey Not a Destination
“My joy in learning is partly that it enables me to teach” Seneca
When I was thinking about this article, one of the things that got me wondering was why we put ourselves through training, through learning. I was over 30 when I learned to drive first and I remember praying that the driving instructor would not turn up, that he would forget me, that I wouldn’t have to go through that awful vulnerable vacuum of being a learner…I couldn’t believe that I would ever get to the stage when I could actually hold the steering wheel with one hand and change the gears with the other. It seemed incomprehensible to me at the time. However I got over all that, passed my test first time and now actually can enjoy driving…This cycle is typical of the whole learning/training journey. Now my next step could be considering becoming a rally driver something that would have been impossible to me when I took my first lesson…that’s the power of training/learning.
Is training important?
Training is not important. And I say this as a trainer with well over 10 years’ experience. What is important is that learners see how what they have learned can be integrated and implemented into their current experience. They may need to be convinced that the initial feelings of vulnerability are worth the buzz of mastery that comes later, that they can implement these new skills and feel good later on.
Learners can be enthused and passionate if they recognise that the vulnerability of those first few steps will be eventually replaced by the joy of mastery. In order to speed up this whole cycle, It is essential that systems are put in place to ensure that learning is retained, implemented and practised. I would not have learned to drive with lessons alone. I had to practise, overcome my terror of all those “other eejits” on the road and endure feeling really stupid and ill at ease in the beginning.
While there are some people who learn with ease and enthusiasm for knowledge, many more are sent to training because their boss thinks it’s a “good idea”. I often ask learners why they are there. The answers can vary from:
• ”I really want to be able to do XYZ” to shrugged shoulders”
• ”It’s a day off work”;
• “My boss sent me”; or
• “We are supposed to do this stuff at work.”
And yet, in survey after survey, employees mention training as being the perk that makes them feel appreciated, valued and give more to their job. So how do we get around this gap?
Follow up is essential
It is estimated that people only retain 20% of what they have learned if they just undergo regular instruction. This percentage can rise to 80% if accompanied by follow-up (American Institution of Personnel and Development). So how could you ensure that the money you have invested in your employees’ training is well-utilised? Here are some ideas:
1. Commit to times/places where people have to show they have implemented what they have learned.
2. Ask people to teach others what they have learned. That’s an incredibly powerful way to retain learning – particularly for the teacher!
3. Use technology to set up e-mail groups and forums where people can swap ideas, ask questions, get solutions
4. Ask people to set up triads to implement what they have learned. Set ground rules for this so that you don’t have one person dominating…a sure group killer.
5. Implement a system of follow-on coaching…either individual or group to ensure learners get over the inevitable work backlog backlash. This means learners can then get over the difficulties that they may have in implementing new skills. It makes such a difference if people know they have someone they trust to turn to.
6. It is also key that people see how their training relates to the big picture to the organization’s overall mission.
Enjoying the Journey--Going in the Right Direction
Signposts are a key part of knowing if we are on the right track. So, how do we measure the effectiveness of learning? Happy sheets? A problem not being mentioned any more? What are the signposts we are going to use to know when we are on track; but more importantly, off track. Customer surveys? Metrics? One of the key parts to knowing what is working is measuring it. A key part of getting the most out of training is identifying what problem it is supposed to solve and then checking regularly what the status is on those problems.
Lots of Ways to Get There
According to the ASTD’s 2004 Annual Review of Trends in Workplace Learning and Performance , it was noted that the best organizations used a wide variety of both formal and informal strategies to deliver learning. “ The BEST organizations also provide a broad range of internal and external learning opportunities for employees, going beyond traditional formal learning activities to begin formalizing the informal, for example, legitimizing and providing structures for knowledge sharing and coaching.” If your organization has identified learning gaps, it may be time to become creative and innovative in exploring the power of informal networks, contacts, technology, coaching along with the usual instructor led training to retain and solidify learning.
Training is a Journey Not a Destination - To learn more about this author, visit Anne Walsh's Website.
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“All want to be learned, but no one is willing to pay the price” Juvenal
“My joy in learning is partly that it enables me to teach” Seneca
When I was thinking about this article, one of the things that got me wondering was why we put ourselves through training, through learning. I was over 30 when I learned to drive first and I remember praying that the driving instructor would not turn up, that he would forget me, that I wouldn’t have to go through that awful vulnerable vacuum of being a learner…I couldn’t believe that I would ever get to the stage when I could actually hold the steering wheel with one hand and change the gears with the other. It seemed incomprehensible to me at the time. However I got over all that, passed my test first time and now actually can enjoy driving…This cycle is typical of the whole learning/training journey. Now my next step could be considering becoming a rally driver something that would have been impossible to me when I took my first lesson…that’s the power of training/learning.
Is training important?
Training is not important. And I say this as a trainer with well over 10 years’ experience. What is important is that learners see how what they have learned can be integrated and implemented into their current experience. They may need to be convinced that the initial feelings of vulnerability are worth the buzz of mastery that comes later, that they can implement these new skills and feel good later on.
Learners can be enthused and passionate if they recognise that the vulnerability of those first few steps will be eventually replaced by the joy of mastery. In order to speed up this whole cycle, It is essential that systems are put in place to ensure that learning is retained, implemented and practised. I would not have learned to drive with lessons alone. I had to practise, overcome my terror of all those “other eejits” on the road and endure feeling really stupid and ill at ease in the beginning.
While there are some people who learn with ease and enthusiasm for knowledge, many more are sent to training because their boss thinks it’s a “good idea”. I often ask learners why they are there. The answers can vary from:
• ”I really want to be able to do XYZ” to shrugged shoulders”
• ”It’s a day off work”;
• “My boss sent me”; or
• “We are supposed to do this stuff at work.”
And yet, in survey after survey, employees mention training as being the perk that makes them feel appreciated, valued and give more to their job. So how do we get around this gap?
Follow up is essential
It is estimated that people only retain 20% of what they have learned if they just undergo regular instruction. This percentage can rise to 80% if accompanied by follow-up (American Institution of Personnel and Development). So how could you ensure that the money you have invested in your employees’ training is well-utilised? Here are some ideas:
1. Commit to times/places where people have to show they have implemented what they have learned.
2. Ask people to teach others what they have learned. That’s an incredibly powerful way to retain learning – particularly for the teacher!
3. Use technology to set up e-mail groups and forums where people can swap ideas, ask questions, get solutions
4. Ask people to set up triads to implement what they have learned. Set ground rules for this so that you don’t have one person dominating…a sure group killer.
5. Implement a system of follow-on coaching…either individual or group to ensure learners get over the inevitable work backlog backlash. This means learners can then get over the difficulties that they may have in implementing new skills. It makes such a difference if people know they have someone they trust to turn to.
6. It is also key that people see how their training relates to the big picture to the organization’s overall mission.
Enjoying the Journey--Going in the Right Direction
Signposts are a key part of knowing if we are on the right track. So, how do we measure the effectiveness of learning? Happy sheets? A problem not being mentioned any more? What are the signposts we are going to use to know when we are on track; but more importantly, off track. Customer surveys? Metrics? One of the key parts to knowing what is working is measuring it. A key part of getting the most out of training is identifying what problem it is supposed to solve and then checking regularly what the status is on those problems.
Lots of Ways to Get There
According to the ASTD’s 2004 Annual Review of Trends in Workplace Learning and Performance , it was noted that the best organizations used a wide variety of both formal and informal strategies to deliver learning. “ The BEST organizations also provide a broad range of internal and external learning opportunities for employees, going beyond traditional formal learning activities to begin formalizing the informal, for example, legitimizing and providing structures for knowledge sharing and coaching.” If your organization has identified learning gaps, it may be time to become creative and innovative in exploring the power of informal networks, contacts, technology, coaching along with the usual instructor led training to retain and solidify learning.
Training is a Journey Not a Destination - To learn more about this author, visit Anne Walsh's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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John AlexanderJohn has taught keyword research and SEO skills to small groups of business owners and Webmasters from over 80 different countries world wide since 2002. John is also the Director of Search Engine Academy ; Co-director of Training at Search Engine Workshops offering live, SEO Workshops with his partner SEO educator Robin Nobles, author of the very first comprehensive online search engine marketing courses at SEO Training Online and the SEO Workshop Resource Center. I look forward to hearing from you! - Visit John Alexander's Website |
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Staging DivaDebra Gould, aka The Staging Diva®, is President of Six Elements Inc., an internationally recognized home staging company. Inspired by many requests from aspiring home stagers wanting to start similar businesses, Gould created the Staging Diva Home Staging Business Training Program. Gould has trained over 1000 Staging Diva Graduates worldwide to start staging businesses. Buying decorating and selling six of her own homes in four years lead to an interest in real estate staging which she turned into a career with the launch of sixelements.com in 2002. Since then she has staged hundreds of homes in addition to teaching home staging training. Gould is the author of several home staging resources including a series of popular ebooks made up of a Design Guide, Color Guide and Portfolio Guide. For more information about Debra Gould visit stagingdiva.com. - Visit Staging Diva's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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