Why Training Fails

Written by Steve Kaye

Sometimes when I conduct my workshop on Effective Meetings, one ofrepparttar participants will ask, "Where's my boss?"

And I say, "Your boss claimed to be an expert on holding effective meetings."

Thenrepparttar 136693 person laughs. "My boss needs to attend your workshop more than anyone in our company. And without our manager's support, no one will use this."

This is bad because if no one usesrepparttar 136694 ideas presented in a workshop,repparttar 136695 client will conclude that training doesn't work. And thenrepparttar 136696 company might abandon all training.

Here are three important issues that determinerepparttar 136697 effectiveness of training.

1) People followrepparttar 136698 leader. Any training program will be more successful if management supports it. This is why I always involve top executives in planning my workshops. I also ask them to attend. And I recommend follow-up sessions to reviewrepparttar 136699 material covered inrepparttar 136700 workshop. In fact, I only work with people who value and support learning.

Training has earned a bad reputation because many programs were just thrown overrepparttar 136701 fence at employees who were sent to be fixed. It’s unlikely that any training program conducted under these conditions will accomplish much.

Key Point: Gain management support before scheduling any training program.

2) Each of us has control over our area of responsibility. And each of us lives inrepparttar 136702 environment that we create.

The participant mentioned above can conduct effective meetings, even if top management continues to hold bad meetings. In fact, someone who demonstrates sound leadership by holding effective meetings could end up replacingrepparttar 136703 boss who holds bad meetings.

Another Use for Meetings

Written by Steve Kaye

Every meeting is a laboratory where you can observe and learn important things aboutrepparttar people who attend. In fact, you can use meetings to identify people who merit being promoted into leadership positions. Watch for:

Is it planned? Effective leaders always begin with clearly defined goals and then prepare plans for achieving them. They haverepparttar 136692 courage to set a direction and then make changes as new information becomes available. They communicate with candor knowing that people perform at their best when they know what is expected. Thus, didrepparttar 136693 person who called this meeting prepare an agenda? Wasrepparttar 136694 agenda distributed beforerepparttar 136695 meeting? Didrepparttar 136696 agenda tell you everything that you needed to know to work effectively inrepparttar 136697 meeting? If so, this serves as a positive indication of effective leadership planning.

Is it efficient? A meeting isrepparttar 136698 culminating step in a larger process. It begins by setting goals and preparing an agenda. Thenrepparttar 136699 chairperson should have contacted key participants to inform them of their roles inrepparttar 136700 meeting, told everyone how to prepare forrepparttar 136701 meeting, and alerted people who may be asked to accept responsibility for action items. All of this work beforerepparttar 136702 meeting assures thatrepparttar 136703 meeting will progress smoothly, efficiently, and effectively. So, how isrepparttar 136704 meeting going? Is there evidence of this attention to detail?

Is it logical? Pay attention to what people say during a meeting. Do their ideas contribute toward achievingrepparttar 136705 goals? if so, this shows that they're working as part of a team to help find solutions. Do their ideas build upon what others just said? If so, this shows that they're paying attention torepparttar 136706 dialogue. Do their ideas demonstrate originality, creativity, and knowledge? If so, this shows they’re working hard to add value. Effective leaders possess strong analytical thinking skills.

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