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Oh no, not training again!
YOU BET I was frustrated. I had spent a little over two hours giving what I hoped was a succinct picture of the training deliverables of my team and was positive since I had the rapt attention of my client. He stopped fiddling with his pencil and sat there hanging onto my every word and nodding interestedly at intelligent intervals. Then somewhere I lost him and it became clear the fish wasn't biting. In retrospect, I suspect that was due to: a) the mention of the actual cost of the training; b) the fact that my dear client was unable to tell me what his needs were; and c) he was interested in merely telling his superiors that he had organised `training' for them, something that could be quickly got over and done with. All of which were just the wrong methods to go about the whole serious business of training managers and future leaders of any organisation.
For centuries, businesses thrived splendidly while treating employees as "hands". The latter slipped into the system, became part of organised groups and even came to be known, as William Whyte phrased it, the "Organisational Man". Then during the 1970s the waves of change that included competition, growing demand and information technology demanded a rethinking of the very structures hitherto deemed sacrosanct. Leaders were given more authority and autonomy and the spotlight was clearly on them to deliver. They could use any model they wished as long as the bottom line was revved up and raring to go.
Smarter managers began to realise the need for a subtler set of networking skills, respect for people from different cultures, being emotionally intelligent and so on. In short, it was no longer the men who were engulfed into the organisation; it was clearly the organisation that was made up of men who made a difference - people who honoured and acknowledged their individuality while producing business results for their employees. AG Lafley, CEO of Procter and Gamble, says, "The measure of a powerful person is that their circle of influence is greater than their circle of control". They win over more people and gain more respect by their personal magnetism and charisma. In order to ensure that this happens, it is vital then that you know your limitations as well as those of your men and set about addressing them. Many smart people focus on their strengths, which is by itself desirable, but sadly ignore their behaviour and its impact upon others.
Here's what you could do as a leader "eager to grow more leaders":
Identify the problem areas - Group people under these headings. For example, you may find that a large number lacks communication skills but is extremely tech savvy. This group clearly needs to be taught how to overcome stage fright, present themselves and their matter in a lucid manner and act confident and in control.
See the point - The goal should be the common good of all as well as individual benefit. Do not accept off the rack solutions. Programmes have to be tailored to your specific needs. Similarly, stay away from vendors offering one-size-fits-all kind of workshops.
Check your vendor and then recheck - HR generally arranges the training and many companies get sucked into this perhaps because they have to justify the budget kept aside for its use. Scour the market intelligently and get the best you can afford. Companies generally get carried away by the cheapest vendor but do remember that if you pay peanuts be prepared to get greeted by grinning apes! The best trainer will certainly not come cheap but then weigh the costs against the good it will do to your people to be exposed to the very best in the field.
Remain involved - It is not enough to identify, push the hapless trainees into the training room and then believe your work is done. Maintain a check, ask for feedback and even be prepared to encourage refresher courses.
Start at the top - That is indeed the best place to begin. If a senior leader changes his behaviour, it is easier for his subordinates to do so as they perceive a role model. The change can then cascade down from the top.
ROI does not always work - Return on investment in training is not always value for money in quantifiable terms. If you can get better people to work with, happier and contented men and women and effective leaders, you have invested wisely and well.
Meg Whitman, who runs America's hottest company Ebay, bemoans, "My weakness is that I haven't done enough coaching". Make sure you never have to utter those fateful words.
JAYANTHI MURTHY
faqs@cnkonline.com
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