This is the fourth in a series of articles on management training.
How many times have you thought you had taught someone to do something correctly only to get different results than you expected? Our next session in our leadership workshop focuses on a simple and effective process to utilize when training someone to do a certain type of task.
If I asked you to write out the process you currently follow for employee training, how many steps would there be? What I have seen is many inexperienced managers make the mistake of just telling someone what needs to be done or even explaining how to do it but they leave out a very important step. Demonstration. We will return to this in a moment, but first, here is the coaching process I have developed over time.
- Explain what needs to happen
- Explain why it is important to learn this skill
- Explain the steps that will happen
- Demonstrate what needs to happen so they watch you
- Watch them do the task
- Give feedback
- Have them repeat back the steps they did to anchor in the behavior
- Follow up the next day
Let’s break out each step.
Steps 1-3 all fall into the category of helping the learner understand an overview of the journey. This allows the learner to comfortably focus on the task at hand because they know what is coming next. If you skip any of these steps or jump right into demonstration, you run the risk of the learner not focusing on what they are doing and time could be wasted. Another potential pitfall is that the learner will ask a host of basic questions, many of which could have been answered earlier, which could derail your progress.
Step 4 is the most important step. As mentioned, this clarifies each aspect of the task and how you want it done. Questions can be asked and answered so there is not confusion. This stops future instances where the learner would say, “Oh, I thought you meant….”. Take the time to walk them through the step, making sure they are watching what you are doing so they can replicate behavior. Without demonstration you leave a lot of room for interpretation and the possibility of feeling frustration when you are not getting the results you need.
Step 5 is where you let the trainee practice. Don’t assume they are able to perform what you just demonstrated. One of the big mistakes for managers is just saying, “you got this, right?” What new person will risk a manager’s approval by telling them that they need them to repeat the training? Make them do the task. If it involves a live interaction where it can impact business, you may want to role-play with them.
Step 6: This is the opportunity to make adjustments. Make sure that you see them doing the task correctly a few times before you send them off on their own.
Step 7. This step is often overlooked. Make sure they understand what they did and how the steps fit together. They may just have a good memory and can mimic what you did, but getting them to understand the process and repeat it back anchors it in for the future.
Step 8: I cannot stress following up enough. Follow up on all new behaviors. Do not ever stop checking. What you will do is gradually wean off checking their work as they improve.
Following this simple process will improve the long term production of your team as well as making it easy for management to follow up on their progress.