Avoid the Training Cannon

Years ago, I was approached by a senior leader regarding a leadership problem within his organization. During our brief hallway conversation, it was clear we were dealing with more than a simple knowledge gap. However, to avoid jumping to conclusions, we scheduled a lunch meeting to discuss the perceived need in greater detail. Later that week, I had the opportunity to gain a better understanding of his pain.

As he shared stories, it seemed clear that many of his front-line managers either lacked or opted to not exhibit key leadership competencies. However, there seemed to be more behind the curtain, so we dug deeper. We discussed hiring and promotional criteria, reviewed performance measurements, evaluated operational practices, and more. The more we talked, the more it seemed like the challenges we were trying to tackle spanned well beyond a learning gap, so I paused and asked why he reached out to me.

“Our managers clearly aren’t cutting it, but I think they’re capable with the right training.”

I continued my investigation to determine whether he already had an idea of what that “training” looked like. Sure enough, there was a list of topics including thoughts about the best way to deliver it. It mirrored a traditional leadership development approach that my team jokingly called the “training cannon.” I resisted my knee-jerk response and bought some time.

“It’s obvious we’ve got a problem. However, before we charge down a potentially very expensive path, are you okay with me gathering some additional information and reconnecting in two weeks?”

He obliged, and my team and I gathered information from our target audience, their supervisors, and their customers. In the end, we compiled a vastly different alternative. While training wasn’t absent, it was much less of a focus than was initially articulated. It was focused on reinforcing the behaviors we were targeting instead of what the behaviors meant. It also required significant business changes including how we hired, set goals, and held managers accountable.

It was risky and out of scope, but it’s what we felt was the right solution. Thankfully, it paid off. Long story short, the proposal inspired a cross-functional team to evaluate the problem and design a truly holistic solution. Ultimately, it resulted in some folks moving on. However, the ones who stayed were provided a new set of standards and the support they needed to be successful.

Looking at the experience, some may jump to the conclusion that non-learning professionals “don’t get learning.”  However, I’d contend, it’s not their fault. We’re all shaped by our experiences. We’ve grown up in a world where “training” is the solution. As children and young adults, we’re stuffed in a classroom for 18-25 years. When we don’t do something right, we’re “taught“ how to do it. This mindset runs deep in our business partners for very good reasons. As such, it’s crucial that we don’t view our customers as foolish adversaries. Instead, we need to help them break that mindset, focus on the root of the problem, and put the “training cannon” to rest.