Less Repetition, More Engagement

This is the second of two articles dealing with how trainers can deal with having to train the same material multiple times while still making it interesting and engaging for the learner. In this article I discuss how managers can assist with the effects of repeated presentations while growing the career of the instructor.

One of my positions involved training a popular software suite. It afforded me some variety as there were about twelve courses I could train, but after a few years the repetition was starting to affect my training. It was difficult to express the same interest and enthusiasm to the participants when I knew every lesson, every exercise, and had very few unique questions.

I went to my manager and proposed that I expand my repertoire. There were gaps in other curricula I could fill with courses that I developed and presented. I would not abandon my current course load and it would not affect any other work I was assigned. It would be a growth opportunity for me, and the department would have additional courses to offer, no matter who presented them.

The answer was 'no'. I was to stay in my lane and keep presenting that curriculum. The other trainer in the department would handle her curriculum. Case closed. When I asked why I would not be allowed to grow, I was told the current situation was working well and my manager found no reason to change it. I was disappointed and wondered how long I could continue to effectively present the same material.

There were times when I did get some small opportunities. I developed a few lunch and learns that the manager and other instructor said they had no time for. As I oversaw the annual engagement survey, I developed lunch and learn sessions around the principles of engagement. Though I received complimentary reviews for the sessions, I was not allowed to expand further.

Eventually that manager moved to a new position and a new manager took her place. This manager had a growth mindset and allowed me to present my ideas for new courses I could teach. There were a few conditions to which I happily agreed. I dove into the design and development of a course that we agreed would fill a gap in the curriculum.

Teaching those sessions was a joy, and it showed in my presentation. My new manager attended the sessions and told me after class that I proved to her I could expand beyond my boundaries. While I still had to teach my traditional curriculum, the change helped my attitude and presentation. As a bonus, I learned new concepts that I could apply to other learning and consultation sessions.

All this because I had a manager who was willing to look beyond what was 'working well' and prioritized her employee's development. It benefited the department as well, as the other trainer took another position, and I was able to fill in a gap while they hired a new instructor. Because of this manager, they didn't have to fill two positions at the same time.

There may be sessions that need to be taught repeatedly. It is the nature of learning and development. An effective manager can assist with the danger of burnout by mixing in the new with the existing. It energizes the trainer, provides him or her with new skills, and can lead to lower turnover in the department. Not a bad return for coming out of your comfort zone.