Part 2 of our guidance for how managers introduce training they send their people to.
Most managers send their directs to training, and aren't involved. That's the wrong way. Here's the right way.
We've been saying for years that training is badly mishandled by virtually every organization in the world. Companies are good at buying training - there are processes for scheduling, and logistics like meeting rooms and meals. There are certainly processes for purchase orders, and vetting to get all the necessary budgetary approvals. Training is seen as an event. All the processes are built around the event.
But in the same way that when you buy a drill, what you want is a hole, when orgs buy training, what they want is not the training, but the behavior change it's supposed to create. If you want value from your training, don't see it as an event. To quote Billy Beane, in Moneyball, "It's a process, it's a process."
In this Chapter of a continuing series, we address how we recommend managers introduce training they send their people to. It was inspired by a brilliant job of it, witness by our Sarah Sentes, at a 2021 Client Effective Manager Training.
This Cast Answers These Questions
- How should I be involved when my team is trained?
- What should I say to kick off a training session?
- How can I make sure my directs get the most from training?
Other Parts of This Series
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