"Do or do not -- there is no try" -- Yoda

Whether you're a Star Wars fan or not, the quote in the title of this post probably resonates. How many times have we heard (or said ourselves), "I will try to..."

The question is, how does this relate to training?

The answer? Too many people wearing the title "trainer" are out there saying "I will try to train the staff to..." And as Yoda so succinctly stated, that just doesn't cut it.


Why do we bother with training if it does not train?

As the trainer, either you do -- or you do NOT convey the information, demonstrate the steps, impart the knowledge or inspire the change. If the trainer is not even sure of his or her ability to really teach, how can there be ANY level of confidence in the outcome of the training?

The worst part is that most would-be trainers are pretty bad at teaching. Yet well trained employees are critical to a company's success!

A few examples:

• People who need to learn how to maintain federal or state-mandated records, and do not learn well can cost your company money in fines and penalties.
  
  
• Employees who fail to learn the lessons on sexual harassment, discrimination or workplace violence can open your company up to costly lawsuits.
  
  
• And when it comes to how to operate a dangerous machine or handle a hazardous substance, that failure to have the right training skills can be deadly.

Training the trainers

The solution is to go back to Yoda's statement and apply that to every training program and trainer in your company. Ask yourself...are they "trying to train" or are they doing it?

If not, it's time to take a step back and provide your training staff (or training person, these days) with the tools they need to effectively convey critical information to employees. Whether that involves classes, feedback, training books, exercises, teaching practice, role playing or maybe just some new training tools, it is essential that it be done and done well. If you're the trainer in need of better skills or tools, what are you doing to correct it?

Bad training is worse than none. If you're an employer, what are your trainers offering? And if you're a trainer, have you fallen into the "I will try to.." trap?

Lectures are the worst way to teach employees -- and the most common

Isn't it about time we hunted down and laid to rest lectures as a way to teach employees?

New Moon just opened in theatres, so maybe that's why I have vampires on my mind.

But as I was looking over yet another mailing filled with dry "training" books and canned lectures, I could not help but think of putting a stake deep into the heart of this long-since-dead training method and making the corporate world a whole lot safer for the rest of us.

We all know that standing at the front of a classroom talking at a group of people who would rather be almost anywhere else that this is a lousy way for one adult to teach other adults. Heck, we've suffered through it ourselves since elementary school and well into our professional careers. Over and over and over. And yet we do it.

Thank about what you and I and almost everyone else does during a training lecture...

We sit. We fidget. We doodle. We check our watches a dozen times, then count our blessings when the lecture is over, hoping no one answers the call for "Questions, anyone?"

Sound familiar?

How much learning do you think goes on in that kind of setting? So why, why, why are we STILL doing it?

Some alternatives to turning employees into glazed-eyed zombies drawing endless circles and squiggly lines on their notepads....

1) Give your employees something to read about whatever it is they're supposed to be learning. Oh, and make it entertaining. Boring is NOT more professional -- it's just boring.

2) And give them someone or something to watch so they can SEE how the process works. Again. Scrap the boring. Make them smile and their learning curve goes up. An example?



3) Let them try it out. Yes, they may mess up. But they will learn much faster and understand much better if they work through it with their own two hands. If it works for brain surgery -- that's what internships and residency are all about, after all -- it will certainly work for most of the things your company needs employees to do. Learning by doing. Or at the very least, a simulation of doing, followed by for-real doing.

4) If it's not something that can be taught by doing because it's an attitude or a personal skill, let them pretend they're doing it. Or trying to stop someone else from doing it. Or someone is doing it to them. This role-playing approach works great for intangible lessons like discrimination, harassment prevention or managing a group of difficult, opinionated, clueless...opps, sorry. Got off the track a bit there.

Back to what I was saying....

The only part of training employees that really matters is actually TRAINING them! Seat warming and doodling does nothing for them, for you, or for your company.

Get people out of their chairs and get them engaged in whatever it is they're learning.

If it matters that they learn it, make sure your training will actually teach them.

Cutbacks creating witch hunts at work -- and very little net savings

Picture a department with a half dozen employees. They work together pretty well. It's a comfortable and productive group.

Then something changes. Someone in management decides that the best way to reduce costs is to eliminate an employee or two.

The word leaks out that someone is going to be cut.

And suddenly, that cooperative group of employees turns into a finger-pointing, fault-finding mob, all accusing each other of incompetence, malfeasance, or just plain stupidity. The witch hunt is on, and everyone is fair game.

And while such things can occasionally bring some relevant details to the surface, most of the time the "facts" about who's doing what, and who's been late and who made personal phone calls on company time have as much value as the crowd's logic in Monty Python's Life of Brian as they accuse a village girl of being a witch...



In the meantime, work doesn't get done, customers are ignored, and the company risks lawsuits for all kinds of things ranging from discrimination to harassment to creating an unsafe workplace.

From one HR pro to another, I am here to tell you that it just isn't worth it! Sure, there are times when a cutback is absolutely necessary. And in those cases, it needs to be done quickly and with chance for rumors to start.

But most of the time, the savings from eliminating a person are more than offset by the cost of lost productivity and higher turnover among those left behind. Unfortunately, most managers don't know it.

Training managers in the real versus short-term savings

As part of your management training program, address the cost of cutbacks. Teach managers how to weigh in factors like lost work hours, reduced productivity levels and higher error rates among survivors. Make sure they understand the price of a jump in turnover, as people scramble to move to someplace where they will not be "next on the list."

Emergency training -- okay so it's boring -- until it saves a life

Let's face it...probably no one wants to attend an emergency preparedness or emergency response training session. It's usually pretty dry stuff, it may involve giving mouth-to-mouth to a plastic mannequin missing its limbs, and it probably will keep you away from that pile of work that's already overdue.

There's only one thing worse than attending emergency training sessions -- and that's teaching them. You know, you just know, that everyone in the class would rather be somewhere else. And quite frankly, so would you. But you do the class because OSHA requires it. Or your state or your industry mandates it.

But then one day, the unthinkable happens. Someone falls off a forklift. Or has a heart attack right there in the lunch room. Or a blizzard shuts down the roads and the electricity, and you have two dozen people in the office. with no heat. And suddenly all that safety training or emergency response training kicks in, and people know what to do (and what NOT to do) and a life is saved. Or do they? Were they listening as someone droned on about first aid? Or emergency shelter?

That's the flip side of emergency training. The point of it all, that's hard to remember when that plastic dummy appears in the middle of the room. This stuff really is about life and death.

So what can we, as trainers and HR pros, do to make the very necessary and often mandatory safety training or emergency response training a little more palatable?


1) Make it fun

We've said it here before, and I will say it again. THERE IS NO REASON TRAINING CANNOT BE FUN! Whew, that felt good! Did y'all hear it? Examples?

Instead of training from a book, with a lecture, teach the basics and then turn the training session into a custom version of Jeopardy, complete with buzzers. "Yes, Alex, "I'll take Blood and Bones for $200" is lots more fun than "if a bone appears to be broken, stabilize the limb with a..." Yawn!

Throw things! Okay, not heavy things like supervisors or even small rocks, but fun things like foam balls or stuffed bears wearing safety helmets. Someone asks a question and tosses the toy. The catcher has to answer, then gets to ask the next question and toss the toy. And so on. The game moves fast, the answers stick. Much easier to keep people's attention on a subject like proper tagging of machinery when something is flying around the room and they have 30 seconds to answer!

Give prizes! No, we are not in third grade, but yes, we do still like to get prizes. Talking pens, chocolate bars, movie tickets, desk toys. Small stuff. But it keeps people paying attention and playing along.

That's it. Simple, right? You thought there would be more, just because I put a "1" in front of "Make it fun" didn't you? Ha! Just having some fun. Try it. As weird as it sounds, it just might save someone's life someday.