“This is the training that we need” ~ The Boss
Let me paint a scenario that is unfortunately all too familiar in organizations around the world. The department lead or organizational “boss” sits you down and pontificates about what he or she believes the organization needs. You hear statements like, “we need to do this … or that”, and you are expected to politely nod or contribute to the conversation by agreeing and expanding on the points mentioned. Frequently this type of unfocused meandering leads to the conclusion that certain training interventions should to take place. For example, the conversation might lead to the conclusion that all front line managers require a time management training session because they seem to be having such a difficult time handling all of their work and completing assignments when required. So the decision is made to arrange for a time management course to be delivered to all front line managers.
When the course is completed and all those front line managers that were told they had to attend return to work, the “boss” can’t understand why the training intervention was so ineffective. Additionally, he or she can’t understand why the management team seems to have resented the opportunity to improve their time management skills so they could better handle the demands of their job in a more efficient manner and actually be able to get more done in less time.
I’m not suggesting that time management shouldn’t have been considered, but did anyone actually consider talking with the front line managers? How about stepping back and critically looking at the situation by examining work flow and work load issues and how they play out across the organization? The statement “can’t see the forest for the trees” is one way to explain this apparent disconnect. A true organizational leader must be willing to let some control go before getting caught up in thinking that he or she knows what’s best for “my people”.
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You’ve nailed a classic situation that I think many of us encounter somewhat regularly! Perhaps this is what you’re getting at…but it seems as though it’s the training consultant who should lead the way in conducting a proper gap and cause analysis before diving into a training solution. We’ve learned to look at performance issues through that lens, whereas many managers may not. Honestly, I can see how managers often see training as the intuitive solution for their problems. So when they come to us, it’s our job to guide them down a more systematic path. I’m not trying to suggest that it’s easy to get managers to see these situations from our perspective…but if we act as order-takers, I’d argue that we’re possibly more guilty than they are for producing an ineffective solution.
It’s true that many folks involved with t&d don’t have the nerve (or is it fear of losing some potential work?) to stand up and be the expert that they are supposed to be … I’d be lying if I said that in the past I didn’t take advantage of the telephone call that said, “could you please come in and deliver this specific training … my people need it”. As the years have passed though, and as I have more confidently embraced the philosophy of focusing on the needs of the learner (and believe it or not the company will benefit too), I’ve come to firmly believe that we do a disservice to our clients, their employees, and the t&d profession in general, by not guiding “them down a more systematic path.” Thanks for this Shelley.