What's In It For Me?

The first thing that adults in training ask themselves is, "what's in it for me?", or WIIFM.

When designing or presenting courses for your employees, always keep this in mind.  Whether they're actually verbalizing it or thinking it subconsciously, it's still on their mind.  It's the main motivator for most of the things we do.  It helps us to translate an external need into an internal one.  The WIIFM for training could be anything from becoming a better employee, getting a raise or promotion, or . . . just getting done and completing the test.

For the most part, we like the familiar and are uncomfortable with change.  But our brains like novelty, not memorization.  We resist meaningless stimuli.  So any time that we can integrate the information we're gathering into something useful, we're getting that WIIFM.

As adults, we have many experiences to fall back on.  Use that to your advantage when facilitating your employee classes.  Set the tone early.  You don't have to actually state (and I would recommend not) that "the WIIFM for the class is".  But instead of letting them use the get done and test reason, take a couple of minutes to state the objectives/reason for the class and discuss the positive outcomes of attending. Motivated adults seek out learning because they have a use for it.  Get them thinking about why they're REALLY there.

Give Em Your All

Just a quick spiel this week about giving people your all. I'm talking about training. Aaaaand maybe I'm up on my soapbox a bit.

Have you ever been to a training class or workshop that the trainer just doesn't "show up"? He or she is physically there, but is mentally still at home?

Have you ever been to a training class that the format is not taken seriously? That the instructors don't do everything they should . . . and you know it?

Have you ever been to a course where the instructors obviously don't agree with the information they're putting out . . . and show it?

If you're one of these instructors, listen up. You're wasting my time and the time of everyone in the class, their supervisors, and their (your) organizations. Trainers/facilitators have a responsibility to all of the aforementioned people. You're not just dealing with the people in the classroom - it's all of the others also. If you're going to waste my time by not giving me your full effort, hey, I can definitely find many other productive and more important things to be doing.

So the next time you don't quite feel up to facilitating that class or don't agree with those policies, work on the one thing you always CAN change - your attitude - and buck up. I'm going to thank you for it!

More Than A Manager

In order to be a successful supervisor or manager you also have to be a motivator. With that comes a number of roles - coach, facilitator, and trainer. You must constantly be working with your staff in order to help them be more successful. Motivated staff means greater work performance and more success for your business.

You have to understand that YOU directly affect your staff's motivation to perform. You also have to understand that you're either a positive or negative motivator. Be a coach, a facilitator and a trainer, and you'll be the positive motivator.

Motivation, for the most part, is intrinsic, meaning it comes from within us. We naturally want to be involved rather than just being a bump on a log. A big part of motivation comes from having the ability to do things for ourselves and being involved in projects. Knowing that we're an actual contributor to the organization. There has to be more than just incentive bonuses and awards. Those things would take on a whole new meaning when it's the result of increased responsibilities and knowledge.

Your staff need to know that you care, not just that you know your "job". Coach them and train them. Keep them interested and involved. You'll find that it goes a very long way.

By the way - yes I'm a Bears fan!

Employee Orientation

Formal orientation programs should be something that is constantly looked at. Orientation can either make or break a new employee. I've actually known of people who have quit their new job because of orientation. Orientation quite often shows a direct correlation to your organizations overall training system. If orientation is unbearable . . . chances are so are the rest of your training programs.

Organizations normally want to get their new employees up to full productivity as soon as possible. That means cramming all of the new employee material into a reduced amount of time. Bad news. If employees are immediately overwhelmed with information that they probably won't remember anyway, there's no way they'll be able to contribute effectively to the team or be able to give quality customer service. If they're taught right off the bat to get through as fast as possible, then that's the way they'll approach the job from there on in.

If you have a number of things that need to be taught, keep to the basics. Cut out the "nice to know stuff". Give more time and repetition to critical information. The human brain can only hold on to so much new information. Overload it and it shuts down.

Facilitators also hold a very important role for orientation. These are some of the first people that the new employee will meet. Make sure they're enthusiastic, personable, and can project a positive perception about the organization. Without these characteristics bad attitudes could begin right here.

Remember - orientation is another type of welcome to your new employee. Make it count just as you would with a customer.