Sam: Hi Coach. We need some help with a problem we’re having. We’ve been given the responsibility of upping our standards and, frankly, my team is resisting, grumbling about being expected to do something impossible. We held a meeting yesterday and I told them in no uncertain terms that they would be held accountable for meeting the new standards. I could see, from the long faces, that they weren’t at all happy. Should I institute disciplinary action the next time a standard isn’t met, to set a tough example?
Coach: Well, Sam, this could be a more complex issue than it might first appear. How clear have you been about what is now required and what input has your team given you regarding their concerns?
Mary: Hi Coach. If I may, I would like to offer an opinion on that. I was at the meeting. I think Sam did a really good job of being specific about the new standards and the reasons for the change, as well as how people’s contributions would be affected. I think we all agreed on the need to make better use of our new equipment and to offer our customers a more accurate and timeous service. However, several people pointed out that we need additional training on the equipment in order to meet these new standards. We have been asking for this training since the equipment arrived, but because it is quite expensive, it has twice been thrown out of the budget. I am certainly not going to hold anyone on my staff accountable until they have been trained!
Coach: So Sam, so Mary, does everyone in both your sections require training in order to meet these new standards? Are you saying that nobody has the ability to operate the new machinery at this new level?
Sam: Actually, it’s not everyone who needs training. Some people have worked elsewhere on this equipment, so they already know what to do. Others have figured things out for themselves. It’s just a few who are using a lack of training as an excuse. They know what standards are required. I think a couple of disciplinary hearings will get them back on track!
Mary: I think you are being quite unreasonable, Sam! Until everyone in my section has attended training, I will be satisfied with what they are currently achieving.
Coach: Think back to your leadership training. Which mistake, Sam, are you in danger of making here, where you hold people accountable, even though they lack the means or ability?
Sam. Mmm…well there certainly isn’t a means issue here… but ability…? Yes, perhaps I am falling into the “hard mistake” trap…maybe ability could be a problem, but only for some of my team members, certainly not everyone. Mary sounds like she is swinging to the opposite extreme and falling foul of the “soft mistake”, of not holding anyone accountable, whether they have the ability or not!
Coach: What would be the result of the “hard mistake”?
Mary: That would be unfair! Sam’s team would be justifiably angry if he disciplined those who were unable to perform for lack of training.
Sam: And you would be just as unfair, letting some people get away with not meeting standards when they had both the means and ability to do so! Then your whole team would be demoralised.
Coach: Which would be the worst mistake and why?
Mary: In fact, mine. As Sam pointed out, those in my team who can actually meet the standards would become demoralised and I would end up having to settle for mediocrity! Thanks, Coach. I am going to do two things now…I am going to speak to my manager again about that training, not for everyone, just for those who really need it, and I am going to get the more skilled people to coach those who haven’t used the equipment to such high standards.
Sam: In fact, that’s a good idea! The more experienced people will certainly benefit from coaching their colleagues and we might not even need that expensive training after all. Let’s try it and see!
Comments
2 responses to “A Dialogue About Training”
Nice message and lessons expressed here Helen. I think the term ” Just in Time ” training is an apt one and a worthwhile approach for training managers and companies in general. There is far too much of a “one size fits all ” mindset in learning and development along with the field of education and other areas of life. You see and hear this one size fits all message everywhere . One way to meditate. One way to approach eating healthy. One way to exercise and move the body. On and on it goes. Your message here is to really look at your people and think of them as humans with particular strengths and capabilities . Then from that approach , we can figure out the different options that are open to us to support them .
One would think that training in or with new equipment or technology is essential – old habits and thinking requires adjusting in new environment or with new tools. One should never forget that employees have inside opinions – about management as well as co-workers and that any sign of someone being considered smarter or more competent and therefor does not require training may result in some dissatisfaction. Agree with comment above – one size does not fit all. However, basic training for all and thereafter each to his/her own? There are the eager beavers who jump to change and the not so eager ones. For the not so’s a different approach is required – resistance to change is a real thing, even for the most simple things and resistance can inadvertantly erode office dynamics and service delivery. Information sharing, lots of it, and a positive “selling” of the new concepts before implementation is essential.