How to make training actually work?
Dr. Shalini Lal
I help leaders build future-readiness for themselves and their teams. I lead Unqbe, a Think-tank and Consulting Firm Focused on the Future of Work, and Leadership. I also write a popular newsletter and host a podcast.
99% of conversations around training effectiveness assume that the impact of training is decided by what happens within the program. But what if that were only partially true?
What if, what really makes a difference is not what happens within the program but how the ideas within the program collide with the ideas outside of it?
After all, how often have we ourselves attended fantastic programs where we spoke about how we were going to change the way the organization worked, only to go back to the way things were—a few hours, a few days or a few weeks later.
Truth is, we have all—been there, done that.
When prompted by a good facilitator, we have been able to think of the many ways in which we can do better. And while we may be buzzing with excitement when we get back to our desks—everything around us—well, still feels the way it used to.
Even when we have the best intentions, we may find that these “shifts in work styles” are really difficult because everyone around us still expects us to do things the way they were done before.
Sometimes, without even the slightest touch of irony, we may even find our own manager (who thought it would be a great idea for us to learn how to be better planners), urge us to do the exact opposite when we are back.
Comparing the power of a training program with the power of an organisation's culture is a bit like comparing the gravitational pull of the sun with the gravitational pull of the earth. There is always a clear winner.
And we all know how this plays out. In the end, the environment almost always wins.
Much in the spirit of how “the surgery was successful, but the patient died”, we talk about how we thought the program was great but finally not very effective.
Soon enough—someone, somewhere, will point to the cost of the training, and how it was all a waste.
But that doesn’t mean that training is powerless. Far from it.
What it does mean is that we can safely predict the impact of training by whether the ideas in the program are supported or opposed by the environment outside.
If the ideas within the program are supported by the ideas outside, the program will serve to amplify these ideas, bring consistency of understanding and consolidate your culture. Even a program with a rather mediocre design and delivery will be very successful.
At its core, the question to ask is whether your training is amplifying your organisational culture or whether it is going against it.
If, the ideas within the program are not supported by the ideas outside, even the best program will need lots of support to be effective. You will have to consciously build a ring fence for the fledgling intentions emerging from the program to blossom into change.
Truth be told, a workshop can in fact be an extremely powerful way to trigger new thought.
With the right people in the room, I can think of no better or more efficient way to make a shift in collective habits. It’s just that the real work begins once the program is over.
Think of a football team getting energised in the locker room.
You have practiced and are ready. Everyone wants to win this game. You have discussed all the plays. All of you are just raring to go… but then…instead of going out to play the game—everyone just packed up and went back home.
Well, that wouldn’t be very useful now, would it?
(Dr. Shalini Lal works with clients in Organizational Development and Innovation. She has a PhD from UCLA, and an MBA from IIM-A, and has worked in this field for over twenty years. Write to her at [email protected])
HR-OD Consulting | Org. Effectiveness | Transformation | Data Analytics | Journeyman |
6 年My previous comment got deleted, perhaps using the app in the subway wasn't the ideal. I simply wanted to say that I enjoyed reading your article, and that it struck a nerve. Without wishing to hog precious space, I thought I’d share some insights from my independent research into Football (soccer) and Talent.? Essentially two main types of Talent come to the fore: (i)?Players who taken on responsibility just as a fish takes to water (ex Ronaldo); and (ii)?the rest of the Talented field for whom responsibility on the field doesn't come easily, ex. Messi.? And hence the importance of a supremely talented Coach.?My research looks at the daily conversations, relationship and methods of coaxing and coaching between a top coach and a top talent. That transfer of tactics and knowledge from the training ground to the playing field essentially comes down to that relationship. How often do we see that continuous small-group coaching happening in Organizations. And yes there are ways to do it regardless of the type and size of Organization.? There are many other lessons mainstream organizations can adopt from Sport not only to apply to their talented population but organization-wide.?In fact, in my very humble view, the thinking among companies and organizations, in general, on how to engage, empower and manage Talent is dated and stale. All the more refreshing to read Shalini's thoughts. Please feel free to write me separately, I don't wish to steal her thunder or your precious time.?
Learning & Performance Measurement | ISTD Certified | MBTI| FIRO B Certified|Certified Facilitator from Tata Institute of Social Sciences
6 年There are very few managers who have courage to accept the knowledge, belief, thought's to which the participants got self aware of in classroom training. Later L&D professional are bombarded with question's
English Specialist @ Freelance Writer | MA English Linguistics |English Literature| ELT| TESL| TEFL| C.V. writer| Editor
6 年Yes Dr Lal，the caption of the article was catchy and grabbed instant attention and do are the content which are equally reflective of the depth of your experience and critical analysis. Would it be possible if next time you choose to add some strategies and tools to help us to make our sessions more interactive and light in content
Expert in Training Interventions & Leadership Development. Helping Organisations Achieve Excellence
6 年Well articulated. How could the manager be made confident that the work could be done in another way? Most of the time - they are running against time & hence would be prompted to take the oft beaten path (though there are better ways of reaching the destination). May not be only culture - maybe 'time pressure' too forces 'status quo'.
Career Counselor & Psychologist, International Trainer, Author
6 年You have a powerful style of communication. The gravity metaphor made it all so lucid. Yes, issues raised are pertinent and needs attention. When you clean a staircase, you start from the top - same applies to Training. When it begins from the top, it transforms otherwise it only entertains...