TRAINING is your ability to create more effective team members for the future, to unleash their true human potential, and to accomplish your employer’s goals.
This is done by imparting and developing the 10 Core Competencies of Effectiveness to your team members, with specific goals to improve their performance, and to encourage their personal and professional development throughout their working life.
Extracted from The Effectiveness Guide:
“It’s not the will to win that matters – everyone has that.
It’s the will to prepare to win that matters.”
– Coach Paul “Bear” Bryant
This site will help you enhance your ability to Train others!
I’ll bet you never thought of yourself as a trainer, but unconsciously you’re training others every day by your example; by what you say and do, and by what you fail to say and do. You thought that training was the responsibility of your employer or Human Resources, Right? Yes, they play a role in training, but so do you.
If you have any desire to consistently produce excellent results and to sustain those results, you need to step up and assume a more active role in the training of your team members. If you’re responsible for their results, you’re responsible for how they achieve those results. So, inherently, you are responsible for the process of achieving those results, and how to make it better.
That’s why this site is so powerful! It’s a compilation of the best in class knowledge, wisdom, and advice on both personal and team effectiveness used by the most effective people we have worked with over the past 50 years.
This site is not intended to replace the On-the-Job-Training (OJT) you are receiving from your employer. Rather, this training is intended to give you Tactics, Techniques, and Tools you’ll need to make you and your team members more effective.
By training and applying these 10 Core Competencies of Effectiveness you’ll achieve a far greater degree of success in a much shorter time:
Followership | Delegating | Planning | Organizing
Communicating | Problem-Solving | Awareness
Training | Motivating | Character
Without you direct intervention is your training and the training of your teammates, nothing will get any better. It that the way you want it to be? Or, do you want to leave your position better than you found it and to be known as someone who is absolutely essential and irreplaceable to any employer?
Here are a few suggestions to enhance your ability to train your Team Members.
Prepare them to WIN!
Have you ever noticed that just by the time your members learn what they need to learn, which could take a few years, they somehow end up forgetting what they learned or move somewhere else? This is why effective leaders have their own cyclic, focused, and dynamic training program already created. Here’s one way they do it.
Step 1: Identify the Tasks
you want your members to Perform
A task is a clearly defined and measurable activity accomplished by individuals and teams. It is the lowest behavioral level in a job or unit that is performed for its own sake.
The most important things to consider when designing each task:
- Must be specific, observable, and measurable
- Usually has a definite beginning and ending
- May support or be supported by other tasks
- Has only one action, therefore, is described using only one verb
- Is generally, performed in a short time
The tasks you want your members to perform should include tasks from these groups:
Group 1: How to create a Document: Includes a Plan of Action, Contingency Plans, Mitigation Plans, Decision Paper, Decision Matrix, Authorization Matrix, Decision Points, Decision Support Templates, Dashboard, and Time table.
Group 2: How to make a Presentation: Includes a Decision Briefing, Backbriefing, Training Session, offer your opinion/assessment, Situation Report, Progress Briefing, Follow up and Follow through, and conduct a Rehearsal.
Group 3: How to conduct a Meeting: Includes Problem-Solving Process, Brainstorming, Risk Assessment, After-Action Review, Quarterly Progress Briefing, Problem Resolution Meeting, and In-Progress Review.
Group 4: Other Skills: Including anticipate problems, lead, plan, organize, resolve conflict, decide, delegate, inspire, motivate, encourage, direct, research, recognize, respond, reprimand, budget, praise, listen, negotiate, coach, provide feedback, improve customer service, schedule, staff a document, collaborate, achieve consensus, track, supervise, Follow through, coordinate, facilitate, inspect, correct, set standards, measure results, make improvements, solve problems and exploit opportunities.
All the key tasks you’ll want your team members to perform are contained within this site. Based on the functions your members perform, which tasks do you want them to master?
Determine your Collective Tasks
Are there some tasks that must be performed by more than one person? If so, you have a collective or team task. Collective tasks describe the exact team desired performance under actual operational conditions and are derived from unit goals and assignments. These tasks are normally managed separately from individual tasks and are clearly defined, discrete, and measurable action which requires an organized team or unit performance and leads to the accomplishment of a goal or assignment.
Determine your Proficiency Cycle
A Proficiency Cycle is how often you want certain skills demonstrated to standard to maintain the desired level of proficiency. Are there some critical skills that you want your members to periodically demonstrate their proficiency (quarterly, semi-annually, or annually) like safety, security, driving, lifesaving, or weapons?
Note: It’s a good idea to create training binders for each team member showing how each task is to be performed and the standard.
Create your Learning Objectives
A learning objective is a statement describing what you want a member to be able to do and consists of a Terminal and Enabling Learning Objectives.
- Terminal Learning Objectives (TLOs) are the big things normally found in the Job Description and should be determined first with the help of your team
- Enabling Learning Objectives (ELOs) must be performed to satisfy each TLO, are subtasks to TLOs, and have three components: Action, Condition, and Standard (ACS):
Action: Lists the action to be performed (using the appropriate action verb)
Condition: Lists the resources and constraints critical to performance
Standard: Lists the criteria for satisfactory performance (Quantity and Quality) (Go-No Go)
Here’s an example of a Terminal Learning Objective and its Enabling Learning Objectives:
TLO #1: Provide Excellent Customer Service via Help Desk
|Provide excellent customer service via the help desk, becomes your Terminal Learning Objective (TLO), right from their Job Description. The Enabling Learning Objectives (ELO) contribute to the accomplishment of this TLO might look like these.|
|ELO 1: Answer the Help Desk Phone|
|Action||Answer the Help Desk phone|
|Condition||Given a phone and a phone script|
|Standard||Answer phone before 2nd ring using script (provided separately)|
|ELO 2: Answer Simple Customer Questions|
|Action||Answer simple customer questions|
|Condition||Given phone, internal SOP, and simple problem that can be resolved|
|Standard||Answer customer questions completely and courteously and/or redirect their call in less than one minute.|
|ELO 3: Answer Complex Customer Questions|
|Action||Answer complex customer questions|
|Condition||Given phone, internal SOP, and a problem you cannot solve in 2 minutes|
|Standard||Answer customer questions completely and courteously. If unable to solve their problem, record their name and phone number and tell them you will call them with an answer. Get back with them with an answer in one hour or less.|
Without having an Action, Condition, and Standard, how will your team members know what you want them to do and how well you want it done?
Step 5: Create your
Organization & Functions Manual
Every member of your unit should have their own Organization & Functions Manual (O&F), which consists of either a 3-ring binder or its digital equivalent and includes:
- Their Responsibilities, Expectations, Duties, Constraints, Authority, Projects, and Standards (REDCAPS)
- Organizational charts and diagrams and Standard Operating Procedures
- Rules of Conduct and Ethics and Training Actions, Conditions, and Standards
- Listing of all assignments they are working on
- Formats for standard documents like Decision Papers, the Decision-Making Process, etc.
- User names, passwords, phone numbers, combinations, URLs, etc.
- Operating instructions for all the systems for which they are responsible
- All recurring events (Weekly, monthly, quarterly, semi-annual, annual, etc.)
- Their leader’s Leadership Philosophy
Without having some form of an O&F Manual for your team members, where do you want them to go to find out the above information and what do you intend to use when you are transitioning a new member into your unit?
Step 6: Decide WHEN
to Train All your Members
One of the biggest problems leaders have training their members is finding the time.
Here’s a Technique:
Schedule your training for every Wednesday from
1-3 PM and make it mandatory for all.
Mandatory means no one schedules non-emergency medical appointments, travel, or any other voluntary absences during training (except vacation). Next, require that your team members conduct their training on subjects they feel their members need, or to train on a recurring basis (month, quarter, or semi – annual) like this example.
Here’s an example of a Cyclic Unit Training Schedule to help your members keep their skills sharp:
(based on unit function)
|1st of month||Problem-Solving||Includes Decision-Making|
|2nd||Written communications||Includes email|
|3rd||Verbal communications||Includes Backbriefings|
|4th||Collaboration||Include Consensus Building|
Ensure your leader, and his leader, recognize and approve that Wednesday PM is mandatory training time for your unit and not to schedule any activities during this time.
Only if you protect this time will you be able to train your members. If some of your members are routinely on the road during the week, arrange that their training be online and available 24/7.
Other Options: Dental/Medical practices close their offices for a half day per week or per month.
To be continued: If you’d like to learn more about enhancing your ability to TRAIN, you can do so by adding this book to your professional library, today!
YOUR GUIDE TO
Here you’ll learn these skills:
CHAPTER 1: BY UNDERSTANDING YOUR ROLE AS TRAINER
CHAPTER 2: BY SELECTING TEAM MEMBER TASKS
CHAPTER 3: BY CREATING YOUR LEARNING OBJECTIVES
CHAPTER 4: BY CREATING YOUR “ORGANIZATION & FUNCTIONS MANUAL”
CHAPTER 5: BY SELECTING THE BEST TIME TO TRAIN
CHAPTER 6: BY USING THE “ADULT TRAINING MODEL”
CHAPTER 7: BY USING “ROLE PLAY”
CHAPTER 8: BY CREATING A LEARNING ENVIRONMENT
CHAPTER 9: BY CONDUCTING “AFTER ACTION REVIEWS”
CHAPTER 10: BY CREATING MORE EFFECTIVE TEAM MEMBERS
CHAPTER 11: BY POSITIONING MEMBERS FOR EXCELLENCE
CHAPTER 12: BY CONTINUING YOUR EDUCATION & TRAINING
CHAPTER 13: BY TRAINING MEMBERS FOR THE FUTURE
CHAPTER 14: BY ASSESSING YOUR TRAINING
CHAPTER 15: BY ASSESSING YOUR CAREER RESILIENCE
CHAPTER 16: BY SETTING CAREER GOALS
CHAPTER 17: BY ACHIEVING CAREER GOALS
This is your chance to invest in your copy of this book – guaranteed to make you a more effective TRAINER tomorrow than you are today.
Or, you can take advantage of our Special Offer below.
To SAVE 75%, purchase The Effectiveness Guide, which contains all 10 Core Competencies, instead of buying each separately.
Here’s what you’ll learn:
CHAPTER 1: BY BECOMING A BETTER FOLLOWER
CHAPTER 2: BY BECOMING A BETTER DELEGATOR
CHAPTER 3: BY BECOMING A BETTER PLANNER
CHAPTER 4: BY BECOMING A BETTER ORGANIZER
CHAPTER 5: BY BECOMING A BETTER COMMUNICATOR
CHAPTER 6: BY BECOMING A BETTER PROBLEM SOLVER
CHAPTER 7: BY ENHANCING YOUR AWARENESS
CHAPTER 8: BY BECOMING A BETTER TRAINER
CHAPTER 9: BY ENHANCING YOUR ABILITY TO MOTIVATE
CHAPTER 10: BY ENHANCING YOUR CHARACTER
APPENDIX A: PLAN OF ACTION EXAMPLE
APPENDIX B: REAL WORLD PROBLEM SOLVING EXAMPLE
APPENDIX C: ADVANCE PROBLEM SOLVING WITH VUCA
APPENDIX D: CAREER ADVICE
APPENDIX E: CREATING MISSION AND VISION STATEMENTS
The Effectiveness Guide will be the best investment you’ll ever make in your career.
Also, if you feel this information could help someone else, please take a moment to let them know. If it turns out to make a difference in their life, they’ll be forever grateful to you – as will I.
Let’s make a difference together – one person at a time!
All the best!
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