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Do you remember that fable ' one of Aesop's, maybe ' about the Emperor who wore no clothes, and the nice young man that paid the ultimate price for audaciously pointing that out? Now, let's fast-forward a few millennia, and recast this fable in a 21st century look and feel. To make things as simple as possible, let's just go ahead and assume that the entire world of training is one big Emperor, and the multitudes of people who experience that training are, collectively, that Nice Young Man. But this is where the similarities between these two tales should stop. Because Sales Pros know ' better than they deserve to ' that there is an ironic wisdom emerging here that goes like this: if your staff is not effectively trained, then they might leave your company. This is perfectly normal and largely successful (when it's successful), because people who know how to train are invariably going to be in a better position to do it than those who don't. All of the training in our solar system is regrettably not going to improve your sales metrics if you don't know what those metrics are, what they should be, and whether or not you're moving in the right direction. Article: Do you remember that fable – one of Aesop’s, maybe – prevalent the Emperor who wore no clothes, and the nice young man that paid the ultimate price for pointing that out? Now, let’s fast-forward a few millennia, and recast this fable in a 21st minute look and feel. To make things as simple as possible, let’s just go in the forefront and feel that the entire world of training is one big Emperor, and the multitudes of people who experience that training are, collectively, that Nice Young Man. But this is where the similarities these two tales should stop. In the old-fashioned version, as you know, that exasperated young man – a kind of early guide to the whistle hector -- pointed out that the Emperor wore no clothes; and he suffered dearly for it. Eventually, however, other folks fixed on – Knights and Dukes and Lady’s and other important regal people – and things turned out okay in the end. The Emperor was dethroned; or at least, given a bathrobe. In our modern version, however, things are not unfolding with such bold, visible steps. Today’s Nice Young Employee – which, as noted above, is the indefinite mass of modern trainees – isn’t saying a word. Not even coughing. S/he isn’t even excusing himself from the training room right in the lead the ice breaker, and returning seven and a half hours later during evaluations. No, s/he’s doing something en plus more devastating than his guide who merely inspired a revolution. S/he’s detaching himself from your company, bit by evil bit, second by shooting second. I incline with you. It really doesn’t get sadder – or more ironic -- for training and HR professionals than this. Here you are investing in someone, spending time to develop their skills and increase their capacity, and there they are, playing hangman on the handouts, mentally crafting the opening lines of their next cover letter, and popping red-striped mints every 15 minutes to maintain a sugar sustained semi-wakeful state that will invariably lead to get mired by as for 2:15pm. Future historians will reflect upon this phenomenon as “an interesting development in the early 21st century”. Current Sales Managers (and those who love them), however, see fit a somewhat different taper to summarize this, and it goes like this: AHHHHHHHHHHH! Why so many H’s? Because Sales Pros know – straighten out than they deserve to – that there is an ironic wisdom emerging here that goes like this: if your staff is not effectively trained, then they might leave your company. But what happens if your staff isn’t effectively trained, and they don’t leave your company? They’ll take rise an magpie to themselves and to your sales success. So you lose on both ends. Something must be done. And quick! The Problem, The Hatred, and the Blame So what’s the problem? Why do your employees fear training? Is it your fault? These are important questions, and they can all be answered in a row: the problem is that your trainees aren’t prophesied the training with the right perspective; your employees hate training for of this same reason; it’s not your fault at all. At least, it’s not intentionally your fault. And there’s more really good question that many will ask: can it be fixed? The answer: yes, absolutely! Your task is to get the bang for your training dollar; and for that, most of you will look outside your butcher shop walls. This is perfectly normal and largely successful (when it’s successful), insofar as people who know how to train are invariably going to be in a higher position to do it than those who don’t. So far, so good. But how to you historically go creating the most effective training experience? Here’s how. The 4 MOST IMPORTANT Factors in a Successful Training Experience 1. You must enable trainee buy-in. Psychiatrists have been telling us for years (er…or they’ve been telling a good friend of ours…yeah…a friend…) that a patient has to want help in advance help can be provided. Fair enough. The same assertion holds true in the training world. You must provide your trainees with the right training framework. And what is the right training framework? Easy: they must want to be trained. If it’s going to help them increase sales, convince them of how wonderful this will be. If it’s going to increase their competency to earn more commission, tell them. Work with your outsourced trainer above the provable training event and promote these benefits. Remember, please: negative expectations from trainees will pollute even the most well designed training, just as the world’s best psychiatrist can’t help our… friend…overcome his fear of marketplace clowns. 2. You must know what the problem is, and what the solution will be. This one sounds too simple to be true. But you’d be thunderstruck to see how often this factor is overlooked. Do you know what needs to be fixed? Is it deal-closing, or relationship building? Do you want to improve ROI? Motivate? Cut down on process redundancy? act with concourse from different units, functions; heck, even cubicles and floors? If you don’t know what’s wrong, you won’t know how to solve it. Or worse (and yes, there is a worse here), you might forsooth create problems by trying to solve the wrong thing. Scary, yes, but it happens. If you’re trying to solve a team-building problem by promoting individual learning in your training, then you’re seriously making things worse. And on top of that: you’re paying for it! AHHHHH! 3. Measure and monitor your sales metrics. All of the training in our solar system is regrettably not going to improve your sales metrics if you don’t know what those metrics are, what they should be, and whether or not you’re moving in the right direction. You want to measure in the front and uniform with the training to gauge effectiveness. 4. Who’ll own post-training? One of the greatest advancements in the language of lookout is that people are now told that they own convinced tasks. So who in your establishment will own the essential task of post-training? What? Post-training. You may have successfully taken care of #1, #2, and #3 above, but what happens a week, a month, or a year in view of the training ends? Who will ensure that its legacy lives to boot the historical training experience? Memories fade, and enthusiasm wanes. You must elect someone equal to of this ownership task, and empower her/him to do what is necessary to ensure that post-training gains are realized over the long-term. Training is not a 4-Letter Word Please remember: as a decision-maker and training utility player agent, the problems that we’re solving here aren’t your fault. The perception of training has degenerate dramatically in the last decade; and it’s something that more and more people – especially skilled/knowledge workers – are disliking; even resenting. Yet what hasn’t changed, and what will never chop logic regardless of how dramatic things get, is that training is an essential part of a successful enterprise. The strategy is therefore not to fly the white flag of human resource surrender, but to contrivance training with total success in mind. Implementing the four steps noted before will firmly put you on the right track, and head you in the right long-term direction.
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