Leaders often make common mistakes when sending people to training, such as not participating themselves and failing to provide practical application opportunities. The podcast delves into the importance of leader engagement in training, the significance of practical application activities, and the benefits of employee involvement in training design for better alignment with organizational goals.
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Quick takeaways
Leaders should actively participate in training to understand team dynamics and provide support effectively.
Training should not be used as a substitute for direct feedback; clear performance expectations should be communicated beforehand.
Deep dives
Avoid Mistake of Not Participating in Training
One common mistake leaders make when sending people to training is not being willing to participate in the training themselves. Leaders often send their team members for training without actively engaging in the process. This lack of involvement can lead to a disconnect between the leader and the team's learning experience. By not participating, leaders miss the opportunity to observe the team's interactions, understand their challenges, and provide support effectively. It is essential for leaders to be actively present during training sessions to demonstrate commitment and enhance the training's impact on the team.
Training Is Not for Feedback Delivery
Using a training class as a subtle way to give feedback to individuals is another mistake leaders should avoid. Instead of directly addressing performance issues, some leaders register employees for training programs in hopes that they will recognize their shortcomings. However, this approach often backfires as employees may not interpret the training as feedback on their performance. Leaders should have transparent discussions about performance expectations before resorting to training as a feedback tool to ensure clarity and effectiveness.
Need for Flexibility During Training
Failing to accommodate and be flexible during employee training can hinder the effectiveness of the learning experience. Leaders should acknowledge the additional time and effort employees invest in training and make efforts to support their learning journey. This flexibility can include adjusting work schedules, reassigning projects, or demonstrating appreciation for the employee's commitment to development. Recognizing and accommodating employees' training efforts can enhance their engagement and overall success in applying new skills.
Mistake of Assigning Non-Trained Employees as Trainers
Assigning employees who have attended training programs to train their peers is a common yet ineffective cost-saving approach leaders make. This practice often leads to a transfer of incomplete or inaccurate knowledge and fails to achieve the desired learning outcomes. Instead of relying on untrained individuals to disseminate training content, organizations should prioritize professional trainers who possess the necessary expertise and training skills to ensure comprehensive and accurate knowledge transfer.
Leaders often look to training activities in order to develop people. Training is a wonderful tool for growth, if used correctly. Unfortunately, some very common mistakes are often made. This week, Dave looks at six common mistakes leaders will want to avoid as we being a new series on training others.
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Six Mistakes Leaders Make Sending People to Training
1. Not willing to participate yourself
2. Using a training class to give feedback
3. Doing nothing to be flexible during training
4. Sending one person to training and having them come back to train everyone else
5. Failing to provide practical application opportunities
6. Going silent
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