All trainers are leaders because they influence people in their organizations to accomplish the mission. The flip side to that thought is that all leaders are trainers. In too many organizations however leaders are selected based upon their ability to accomplish tasks more than their ability to influence others and too many organizations fail to train their highest performers to become leaders. Possession of influence is more important to a leader than possessing an ability to complete a task skillfully. Learning how to engage others to influence them to perform is more important skill for leaders than the task to be performed. Teaching the leaders to teach becomes that challenge for the middle and senior leaders of organizations, one that is poorly executed. Consistent leader training and development is critical to any organization’s long term success. Four simple, repeatable steps separate are the foundation of an enduring leadership training program. Those steps are telling, demonstrating, practicing and correcting.
Telling. The quickest way to transfer information is to tell the other person. When sending a message you want the receiver to remember ensure the receiver has a method of recording the information, whether it is a notebook, a voice recorder or a note on their device. Unrecorded information is sure to be forgotten. When someone writes, they remember better in the future and create a record for future reference when the teacher is absent. During the review of the lesson, the teach can have the student read back the notes ensuring all important details were discussed.
Demonstrating. You demonstrate the task. In this blog, demonstration is listed as the second step, but in practice, it is the first. When others work for you, you demonstrate leadership for them daily. When you take time to counsel the new leader, you demonstrate the importance of counseling. Your methods become the lesson as the techniques and practices you expect them to employ in their leadership role. Counseling is just one area, but the example crosses many such topical areas.
Practicing. At first you may be inclined to linger. This may not always work well. For the same reasons it may not be practical for your trainee to sit in on a counseling session with a fellow employee with a family problem, it probably is just as likely you should not sit in on similar situations unless you are invited. The senior leader has other duties. If she spends all her time overseeing one new supervisor, she ignores other areas of responsibility. It is not unreasonable to follow up by asking to see documentation of a process or to check progress of employees. This lets both the employee and their supervisor know you are paying attention to important aspects of their work and lives.
Correcting. Do this as close as possible to the performance of the activity. Often in performance oriented training we ofter students feedback in the form of an after action review within a few minutes of completing the activity. There is no reason to not apply the same practice. If you are invited to observe a process improvement meeting, plan on five or ten minutes after the meeting to review the supervisor’s performance.
When you have completed all the steps, repeat them until the leader performs them nearly perfectly. As they improve, you allow them to tell you how they can improve their performance instead of providing feed back from you. As you do so, you prepare them for increasing levels of leadership and improve the organization.
Good leaders are also trainers. They set the standard by telling, They live the standard through demonstration. They allow others to try to practice and correct mistakes so success is achieved. These steps train and develop leaders follows the same model. Tell them what the expectations are, demonstrate the way you expect them to behave, allow them to perform, make corrections and repeat. Leaders who practice these steps increase their sphere of influence, allow others to see he uses power to make the organization better, has concern for the future of the group and its people and is willing to e what he knows. Observers recognize the spark and passion of the leader doing the training and the overall success of the organization. Take the first step today with your young leaders.
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