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Today I had an interesting call from a client.
He had attended a management training conference five months ago and had discovered a number of key management strategies that he wanted to see implemented with his team.
He had returned from the conference and enthusiastically worked on instituting the changes. For the first few weeks his management team went along with the new ideas, but as the weeks went by he started to see his team slip back into the old modes of operation. As with many companies this year, they had to downsize and the work load for most managers increased. With the increased work load it was easier for his managers to revert to old habits than to make the changes “stick”.
So the question of the day was… what he could do?
If we were honest with ourselves we would have to agree that we have all found ourselves in similar situations in our own companies or departments. We invest dollars in new programs and new training, only to see it fall by the wayside in a few short months.
Can anything be done to help ensure that these training programs actually “stick”?
Naturally those who work directly with the workers are the ones who can insist on new procedures use and so can build real value into the training. What happens though, if you are not a line supervisor but rather a staff person or possibly an outside consultant? You have an important role in the company in helping the organization get the results it needs. Though you are there to provide the “technical” assistance to the line supervisor, it is not your job to do the reminding to the workers.
Here are four fundamental points that must be carried out in order to get training to “stick”:
Assign responsibility for getting results
Too often when new training is introduced, line managers assume that it is the owner or their immediate supervisors, or possibly the staff manager or even the consultant who is responsible to ensure that the proper results come from the new procedures or training. It is important that those responsible for the results of the training understand that they are going to be held accountable. My client can certainly communicate this to his managers, even late in the process.
Get adequate coverage
This means that every person who needs training gets training… and they receive refresher courses when needed. And for the supervisor, the more that they know about the training, the better she can supervise its application for continuing results. You wouldn’t think of going to a surgeon who hadn’t received refresher training on his procedures, so why should you think your employees any less important. In this case, my client could take his management team to the training to ensure that they receive the training they need.
Provide for coaching
Coaching can be given to supervisors and workers by their own bosses. “Coaching” in this context includes the refinement of the content material as well as the development of desire and interest in the value of training to the individual.
Remember that every supervisor reflects the thinking of his boss. If you as the owner or department head show interest, your supervisor will also show interest. If you consider it important, your workers will also likely consider it important. On this point, my client had gotten it right, but unfortunately, his managers weren’t as convincing to their team members.
Report results to management
Busy executives need to know what is going on so that they can appraise results. If, as the owner, you never ask how the training is going, or expect your team to report the results of the new training, don’t be surprised to see it soon go by the wayside.
Exactly how this information is to be conveyed, how often, and in what form is a matter of company preference. The purpose of any report or periodic review is to show the relative improvement accomplished by the use of a particular program. With my client’s team, they were “too busy” to make these reports and this resulted in the end of the program.
Above all else, when the training is working out the way it should, make sure that the managers who have been implementing the training, and getting the desired results, receive the proper credit. Giving credit is the most powerful force to stimulate interest, enthusiasm, and continued action.
Companies that consistently invest in the training of their employees lead their industries. However, it is training backed by the four fundamentals above that will allow you to “make it stick” to your team!
Neal Diamond
Business Improvement Strategist
