Managers today are on a perpetual race against time. It's not surprising that most of them consider training programmes a waste of time. Nevertheless, training is needed, as not all managers are leaders and neither do all of them possess excellent interpersonal skills.
A few pointers on making training programmes for managers effective and brief.
1. Dump outdated training design methods
Conventional training programmes begin with an icebreaker, move on to introductions, build the environment and then discuss the agenda and objectives. Managers have no patience with time-consuming activities that serve little purpose. The conventional training approach should be replaced with one that addresses the following:
# Why are they attending the programme?
# What value can they derive from the session and where can they apply it immediately?
# What will they specifically learn from the session and how will the session help them apply it?
2. Avoid meaningless charts
Most trainers write almost everything anyone says on a flipchart, with the intention of referring to it later. This is a time consuming and pointless exercise. Discussing the ideas with the group is a better option.
Activities should not be included just for the sake of variety; they must add some value to the training. Discussing real-world case studies is better than 'pairing with a partner' games. Flip charts and such games are passé.
3. Make it fast-paced
Time is revenue for most companies. Discussing the same point for two-hours can be very frustrating. Monitor discussions to ensure they don't deviate from the point. Also, omit activities that do not add value.
4. Understand business
The trainer must know and understand business. Trainers must read business magazines to keep abreast of current trends in business. They must be informed about innovative practices being employed successfully by other companies. Using real business examples in sessions greatly enhances the credibility of the trainer.
5. Consider business as top priority
For busy managers, training is just one of the many things done in a day. Therefore, trainers must not be defensive when managers talk about their frustration about being in training programmes. Instead, they could make the sessions worthwhile and relate the training needs to business demands. Rather than ridiculing them for not being committed, trainers need to demonstrate how their training can affect their business positively. Trainers must assume that managers are committed, despite being overworked.
A few pointers on making training programmes for managers effective and brief.
1. Dump outdated training design methods
Conventional training programmes begin with an icebreaker, move on to introductions, build the environment and then discuss the agenda and objectives. Managers have no patience with time-consuming activities that serve little purpose. The conventional training approach should be replaced with one that addresses the following:
# Why are they attending the programme?
# What value can they derive from the session and where can they apply it immediately?
# What will they specifically learn from the session and how will the session help them apply it?
2. Avoid meaningless charts
Most trainers write almost everything anyone says on a flipchart, with the intention of referring to it later. This is a time consuming and pointless exercise. Discussing the ideas with the group is a better option.
Activities should not be included just for the sake of variety; they must add some value to the training. Discussing real-world case studies is better than 'pairing with a partner' games. Flip charts and such games are passé.
3. Make it fast-paced
Time is revenue for most companies. Discussing the same point for two-hours can be very frustrating. Monitor discussions to ensure they don't deviate from the point. Also, omit activities that do not add value.
4. Understand business
The trainer must know and understand business. Trainers must read business magazines to keep abreast of current trends in business. They must be informed about innovative practices being employed successfully by other companies. Using real business examples in sessions greatly enhances the credibility of the trainer.
5. Consider business as top priority
For busy managers, training is just one of the many things done in a day. Therefore, trainers must not be defensive when managers talk about their frustration about being in training programmes. Instead, they could make the sessions worthwhile and relate the training needs to business demands. Rather than ridiculing them for not being committed, trainers need to demonstrate how their training can affect their business positively. Trainers must assume that managers are committed, despite being overworked.