The whole category in one page.
TRAINING IS FOR CHANGING WHAT PEOPLE CAN DO, AND IT IS THE WRONG ANSWER TO MOST PROBLEMS
If the process is unclear, the tools inadequate, the time absent or the incentive wrong, training a person to overcome it does not work and it blames them for it.
DISTINGUISH CANNOT, WILL NOT, AND PREVENTED FROM — ONLY THE FIRST IS SOLVED BY TRAINING
MOST CAPABILITY IS BUILT DOING THE WORK, NOT IN A ROOM
Explain, demonstrate, demonstrate slowly, have them do it while explaining, then have them do it alone. Making them explain while doing is what reveals understanding rather than copying.
GIVE FEEDBACK AS SPECIFIC OBSERVATIONS, BECAUSE THOSE CANNOT BE DISPUTED AND GENERAL CHARACTERISATIONS ALWAYS ARE
BUILD A SKILLS MATRIX AND FIND THE TASKS ONLY ONE PERSON CAN DO
They are your most immediate operational risk. Aim for at least two people competent in anything critical.
WHEN SOMEONE RESIGNS, START KNOWLEDGE TRANSFER IMMEDIATELY, BECAUSE THE NOTICE PERIOD IS THE ONLY OPPORTUNITY
ATTENDANCE IS NOT COMPETENCE — VERIFY THAT PEOPLE CAN ACTUALLY DO THE WORK SAFELY, AND TRAIN IN A LANGUAGE THEY GENUINELY UNDERSTAND
WHEN TRAINING CHANGES NOTHING, FOUR OF THE FIVE USUAL CAUSES ARE MANAGEMENT FAILURES RATHER THAN TRAINING FAILURES
AND STOP WORRYING THAT TRAINED PEOPLE LEAVE, BECAUSE UNTRAINED PEOPLE WHO STAY ARE WORSE — AND PEOPLE STAY WHERE THEY ARE GROWING
