Two previous articles dealt with the first two reasons why managerial training failed: focusing on capacity rather than performance, this is done outside the organization's context and culture. In this article we focus on the third and final causes of the failure of leadership training
The third reason why management training fails because it does not strengthen the use of new knowledge or change behavior
is leaving the training class very unlikely to apply it , which they learned because they are not confident enough in their new skills. There is nothing to ensure that leaders change their behavior based on what they have learned.
For example: Managers are involved in a delegation training program. They learn the steps taken when deciding on decision-making, but they do not have the opportunity to plan the steps for transferring specific tasks. As a result, they leave without an action plan
Training for the years has shown that if participants in a training program do not have the ability to practice what they have learned in the classroom, they are unlikely to be used when they return to work. Without dedicating time and non-judging coaching support in the classroom, they can not trust you, they are afraid of inventing something new and not having to practice it in time.
Let's say the training program ensures that executives create and discuss the delegation plans that will be implemented with their staff. There are still some limitations that the trainer can monitor, help and strengthen the new behavior.
As a result, drivers again wasted time, energy and money. They leave the training without having trusted in their delegation. Consequently, they avoid the use of the delegation to facilitate workload or to provide growth opportunities for their employees. This decision not to transfer, immediately or ultimately adversely affects the quality and timeliness of their performance as well as the development and morality of their staff.
A Better Way: A class of delegation provides enough time to determine what to delegate, decide on the level of decision-making authority, select the right employees, and solve the simplest way to monitor employee performance, etc. Leaders must be paired to discuss their delegation plans and make any necessary refinements based on feedback received. Thus, leaders leave the class with a concrete action plan and confidence in their ability to accomplish their skills. Formal Expectation for Managers to Share Their Plans and Progress with Lead Executives Implementing them
Tips: Make sure that every leader (and employee) development training program is extremely involved. This means that training participants allow and expect to apply what they learn during the program.
· Provide learning activities that control the retention so that both the tutor and the participants can see and evaluate their development.
· Appropriate time to learn the lessons learned and apply an action plan that they have learned, both of which are critical.
· Helps you to find out that the class is shared by top management
• Managers' newly discovered trust ensures they are trying to implement their design and top management involvement and reinforce the actual implementation of executives. do managers and employees learn in training programs?
Source by sbobet