Training and Development

Training Is A Waste Of Money!
Monday, October 01, 2018

We all know that training is an integral part of any business. But, have you ever stopped and ask these questions:
- How do we determine training needs?
- When we do training, are we doing the right thing?
- How do we measure training effectiveness?

Training is a waste of money!

. . . as well as time and other valuable resources. Why? Because we've been doing it all wrong for a looong time.

For instance, John has done a good job and management has decided to send him to training "as a reward" for good performance.

Or perhaps this one - "We must do all the training schedules in two months to consume our budget before the year's over. Besides, we're still short of our targeted training hours." What a waste.

I'm not telling you this to disturb your peace. I'm telling you because I know it's wrong, and there's a way to make it right - in a very economical, cost-effective manner - not to mention the high ROI. All it takes is a good system in place, and an internal
trainer with the proper mindset.

Taking responsibility for improving productivity through training utilizes revolutionary, yet simple and easy to implement techniques that depart from the old method of doing training. Non-traditional, you may say. It focuses on bottomline results - from diagnosing training needs, designing the training plan, delivery and evaluation.

It must be understood, however, that training is not a one-time event but a continuing process. It's what you do on an ongoing basis that matters, by the people holding positions of authority.

So, the problem for any company is to improve the quality of leadership at every level. The solution has three parts:

First, promote folks who will do a good job of supervision. Not every good worker will make a good supervisor. Not everyone who wants to be a supervisor will be good at it. When in doubt, try a person in short-term leadership assignments to see what happens.

Secondly, help newly promoted supervisors make the transition. That starts with basic training on effective leadership.

Thirdly, provide training and support in key areas that new supervisors will have to know. That includes company policies and procedures as well as basic supervision and communications skills.

Make sure that training becomes a lifetime proposition. The thing about leading others is that you will never learn all there is to know.

Finally, hold leaders at all levels accountable for their leadership. The leader, whatever the level, has two key roles: accomplish objectives and care for people.

That's not easy, and in most companies it won't be quick. But doing a good job in the first place is a whole lot better than defending a bad job later. And there's a bonus . . .

In addition to having less headaches, you'll probably be more profitable.

Now, shall we start? With a specific training in mind, eMail me for your copy of Training Diagnostics and determine whether your leaders are ready for the next level. And don't be surprised if you get a small GIFT at the end - a simple strategy you can immediately implement to test your leader's competency.

The “M” Factor
Friday, September 28, 2018

(Where “M” = Man)

Money, materials, machine, methods, and . . . MAN!

The difference between a well-managed organization and one that just bumps along is multidimensional leadership. However, a lot of executives and well-meaning managers focus so much of their time and effort on the first four, more often taking for granted the last (do we really mean “but not the least?”).

It was never intended to be so, but when things go wrong: MAN!

There is no guarantee either, that focusing on man would ensure success.  Such a large and complex organism – so seemingly easy yet so difficult to manage.  

So, how does one become effective?

More than anything else, success is a result of being prepared!  And this is the mission of The Leaders' Ladder, to help companies prepare their people to succeed.  Having gone through the motions – study, research, and actual practice – The Leaders' Ladder offers “theory and experience” to develop the most significant factor of an organization.

Effectiveness can be learned . . . It must be learned!

The customer may make his decision as a consumer on the basis of market supply and demand, or other considerations as quality and satisfaction.  In either case the decision-maker is outside rather than inside the business.  This is true measure of success!

Beyond Development
Friday, September 28, 2018

Dig where the diamonds are!

The success of an enterprise requires that everyone perform at his or her maximum level. Employees of all types want to do a good job, but sometimes lack the capability to do so. Finding the perfect fit for the job is, and has always been, an elusive dream. 

For “One cannot hire a hand; the whole man always comes with it.”

Similarly, one cannot by oneself be only strong; the weaknesses are always with us.

To survive in today's competitive world, an organization must make the most of all its resources; the most important of which is its human resources.  And one of the best ways an organization can help employees work up to their potential is through training. 

But how does training become effective?

For too long training has been used as a quick fix for a host of workplace difficulties. Clearly, training can be a wonderful asset. However, it should never be seen as a panacea for all ills. For training to succeed, there needs to be clear understanding of the critical success factors that make a difference - to get meaningful results from investments in training.

Having understood “the whole man,” The Leaders' Ladder commits to help companies bring out the best in him. 

Training is not the answer to all questions, but it could be the right answer!

Leadership Training
Friday, September 28, 2018

Once upon a time . . .

George was seen as an up-and-coming leader in the organization. He was able to earn the respect and confidence of the people who worked with him. Seen by those in senior leadership, he was included in the company's development program and scheduled to attend a leadership development workshop.

George was ecstatic! He loved the organization and wanted to move up and contribute as much as he could. He saw this opportunity as a positive step in that progression. Plus, he had some challenges in his job and hoped to learn some techniques to deal with them successfully.

After a short briefing, George didn't hear much about the training anymore until about a week before it began. An email provided him all of the details and he was excited once again. Excited, that is, until he looked at his calendar and saw how loaded it was.

Because the training meant so much to him, he was determined to be focused and make the most out of it. So he worked hard to catch up with all his projects before leaving for the workshop.

George fell in love . . . with the workshop. The facilitator was great, the content fantastic, and the food was excellent! He was so motivated by the new ideas and people he met. His confidence soared as they practiced some of the things they learned. Before the program ended, he made an action plan and left the two days completely stoked up with all the lessons he learned . . . and how he would be able to apply it back at work.

The Day After

George awoke the next morning and reviewed his action plan. He was energized knowing what he would do to be a better leader, starting today. Simply amazing.

As he fired up his computer and checked his voice mail . . . 23 messages.

His heart sank a little. As he listened to the messages, taking notes (when needed) on his next steps, he opened up his email and found an even more depressing sight – 91 new emails. Making a quick glance, he found there was little fluff – it wasn't 20 serious emails and a bunch of readings or jokes. It was solid 91 emails to read, work through, reply to and take action NOW.

After getting a cup of coffee, George went to say hello to his team. It took some time because they had questions and things they wanted to talk about. This is a natural phenomenon which happens only when one is missing for a day, how much more for two days. The time is 9:45 and George was back at his desk, ready to tackle all the messages – including the 17 new emails that made their way through while he was out.

By 3:00 he had mostly forgotten about his action plan . . . remembered it only when he opened his briefcase. He took it out and looked at it sadly. He was still committed to working on those items, but they would have to wait – the next project meeting is set tomorrow . . . whole day.

. . . Looking Back

Perhaps the situation above sounds familiar to you. What's written up to “The Day After” looks great: a willing learner, a well designed workshop, and a person leaving excited about his action plan. This story might be a bit too rosy. Admittedly, not every one who attends training will be as excited and motivated as George. In the end, however, it doesn't really matter – because a highly motivated person like George won't get as much from this effort as he could, even if he wants to.

The point is . . .

While most leadership development programs focus on developing a great training program, it's only a part of the overall likelihood of success – just one side of the equation.

You see, training is an event, but learning (including leadership development) is a process.

We don't learn important, complex life skills in brief instant. Of course, we can get an insight, an “aha,” an inspiration. In an event, we learn ideas, approaches, checklists, knowledge. But skills come to us over time – not in a “one-shot, one-time” training course (regardless of how well it is designed or how awesome the trainer is). Skill is developed . . . with practice and application.

Leadership development is a process. As long as we confuse those efforts as events, the return on those investments will be modicum, at its best.

Much is written about specific things that can be done to make the process more effective, but anyone can start on their own. Reread the story above. Think about your situation. Then outline a list of things you can do to make your leadership development process a success, be it for yourself or your organization's.

. . . and while everybody argues whether leaders are born or made, I would say, Leaders are made, after they were born . . .

Maximizing Training Effectiveness
Friday, September 28, 2018

"If they have not learned, then they haven't been trained."

One hallmark of great organizations is the way they perceive training. Ordinary companies see training as a "necessary evil," something that must be done to fulfill the metrics. Successful companies, on the other hand, view training as a necessary tool if they are to reach new heights in performance and bottomline results.

How do you distinguish one from the other? Here are some indicators . . .

Cost-conscious. Some companies simply ask for "quotations" with the intent to compare costs. Unfortunately, some training providers knew this pretty well and tend to fit into the card, sometimes calling training as a form of "entertrainment." They may have good form but greatly wanting in substance. While cost is one major criterion when you scout for good training, it should be considered with other relevant factors like design, methodology, delivery and measure of effectiveness.

Time-conscious. An executive in one organization said; "We can't afford to waste so much time in training, we have so much catching up to do in operations." The manager of another company has a different line of thinking; "We have to spend so much time building the skills foundation of our people. It can only be done through training, that's why we have an in-house 'academy' to make sure it happens." Who do you think is more successful?

Self-conscious. A business owner once told me; "The problem with training people is… when they become good, they leave. That makes me feel like we're just being made a training ground for their future employment." There are so many factors how and why this happens. But to be simple about it, how about not training people, having headache every night because you have a bunch of incompetents, and best of all – they don't leave. When the entrepreneur heard all these, he fell into a deep hypnotic trance for a long while, and suddenly bursts; "Let's discuss how we go into training my men."

Training is not a "cure-all" and should not be perceived as panacea to all corporate ailments. When you begin to put it in its proper perspective, only then can you see the real value of this intervention.

Most of all, training is not a "one-time event" that brings miracle solution to a stubborn and sticky problem. It is a process, and just like any process, may take time to produce the desired results. But rest assured, it is time well-spent.

As a leader, what's your role in developing people . . . in training?

MaP Academy
Comprehensive Leadership Development Programs
I - Pre-Supervisory Orientation - Designed for employees with hi-potential, or those identified for promotion at a future date, to better prepare them for the responsibilities of higher (leadership) position.
001 - Understanding Supervisory Work
002 - Understanding People at Work
II - Basic Supervision - These are intended for newly appointed supervisors or those with relatively little experience. Such programs are sometimes identified
as “crossover” training, because they help supervisors deal with the abrupt change from employee to managerial status.
101 - Basics of Effective Supervision
102 - Enhancing Communication Effectiveness
103 - Conducting Effective Meetings
III - Practical Supervision - Whether or not an organization engages in pre-supervisory training, this set of programs deal with supervisory practice as they relate to productivity and people handling, generally fitted for the more experienced supervisors.
201 - New Perspectives in Supervision
202 - Performance Evaluation:
Concepts, Application and Implementation
203 - Improving Performance and Correcting Poor Work Habits
204 - Problem-Solving and Decision-Making Workshop
205 - Workplace-Conflict Management
206 - Hidden Dangers of Labor: What Managers Should know!
207 - Time Mastery (A Workshop in Managing Time)
IV - Advanced Program - This program differs in content and process, designed
for the experienced supervisors and those in higher managerial levels. It places the supervisory-training program into the greater context of management and strategic business development.
301 - Strategic Planning
302 - Effective Self-Management
303 - Team Management
304 - Empowering Employees
304 - Project Management - Tool for Success
305 - Coaching Aptitude for Managerial Effectiveness
306 - MDP (Management Developmentt Program) and Succession Planning
307 - Continuous Process Improvement
General Development Program
- Work Attitude and Values Enhancement
- Workshop in Effective Teambonding
- Ki - SMArt (Stress Mgt as an Art)
Human Capital Development
(CC = Core Competence)

HR Management - Principles and Practices

CC1 - Targeted Selection
- Hiring the Best (FIT)
- Beyond Hiring: Personnel Testing Guide

CC2 - Training and Development
- Training Methods That Work
- Training for “On-the-Job” Trainers
- Developing Instructional Design

CC3 - Employee and Labor Relations
- Labor Laws and Regulations
- Strategies for Effective Employee Relations
- Positive Discipline Workshop

CC4 - Performance Management
- Concepts and Applications

CC5 - Compensation and Benefits
- Job Evaluation and Salary Structuring

eMail me for inquiries!
Minglanilla, Cebu
Philippines 6046