Category Archives: Learning

Beginning of Competence

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“What’s the difference between training and coaching?” I asked.

Melanie was a new manager. “I’ve been to training,” she replied. “It’s scheduled, it has a curriculum, it’s disciplined. Someone thought through the sequence of learning, identified specific skills.”

“And, when you emerged from the training program, certificate of completion in hand, did that make you a high performer?”

“That’s was my impression,” Melanie said. “But, that impression turned out to be wrong. The training gave me insight into the way we do things around here, but I was certainly not a high performer.”

“You seem to be comfortable in what you are doing now,” I nodded. “That wasn’t the result of the training?”

“Not hardly. I learned, possessed some technical knowledge about our methods and process, but I was very much a newbie.”

“Technical knowledge, but not competence? On the other hand, you appear competent now. What happened?”

“Practice,” Melanie smiled. “Technical knowledge will only get you so far. Competence requires taking those first steps, hands on, then practice, lots of practice.”

Current Potential Revealed

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“I want the person to be up to speed,” Sam started. “After orientation and some process-specific training, I need this person to be able to solve certain problems and make certain decisions without a great deal of input from me, as manager.”

“Up to speed?” I asked. “I know what you mean, but I want you to be more specific with your language.”

“I want the person to have the capability, after two weeks of process-specific training, to solve specific problems and make specific decisions, related to the work in the role.”

“Can you train that capability, current capability?”

“No, I can train skills, but I cannot train current capability. It is what it is,” Sam replied.

“And, can you train current potential capability?” I wanted to know.

“No, the training will reveal the candidate’s potential capability. As the manager, after two weeks, I will have a very clear understanding of their current potential,” Sam nodded, slowly.

“You are about to go into an interview tomorrow,” I nodded in agreement. “What questions can you ask in the interview that will give you a clear understanding of their current potential? You don’t want to wait two weeks, until after training, to find out you made a hiring mistake.”

“The difference between current capability and current potential will be orientation and training,” Sam thought out loud. “Some of my questions in the interview should be about things they learned in the past, at a former job. What did they learn, how did they learn, how fast did they learn? In the beginning, the work in this role will be all about learning. I need to know how the candidate learns, the pace of that learning.”

“Learning in relation to what?” I prodded.

“Learning in relation to problem solving and decision making,” Sam smiled. “It’s not memorizing technical information. I don’t care what the candidate knows, I care what the candidate can do.”

Constructed, Tested, Adopted

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“Easy to answer the negative, more difficult to answer the positive,” I repeated. “In what way can we create the conditions where creative ideas can be constructed, tested and adopted?”

“I remember reading something from a long time ago, about a company that had something called skunkworks,” Susan was thinking. “It was still inside the company, not really a secret, but hidden away somewhere.”

“Lockheed Martin, America’s first jet fighter,” I explained. “Why do you think it was hidden away, not a secret, but out of sight?”

“They were probably experimenting with things where they did not know the outcome and the probability of failure was high. My guess is that, when there were failures, no one knew about it, so nobody got fired.”

“Exactly, the probability of failure was high, so the skunkworks were separated from operations, there was no real impact, no downside consequences. So, if the probability of failure was high, why did the company tolerate it?”

Now, Susan smiled. “Because the possibility of upside was substantial. And, they had to work all the kinks out of the ideas. There were likely failures along the way, but the company minimized the risk while they were making headway.”

I repeated my question, “In what way can we create the conditions where creative ideas can be constructed, tested and adopted?”

What’s Stopping Innovation?

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Susan looked down, her face long in frustration.

“You look at creative ideas,” I said. “I look at context. I have to acknowledge your frustration at the lack of progress in your journey of innovation. Let me re-frame my observations with a forward looking question. In what way can we create the conditions where creative ideas can be constructed, tested and adopted?”

“I am not sure where you are going with this,” Susan responded.

“Let’s assume your creative ideas have merit. What conditions exist in your company that resist the construction, testing and adoption of new ideas?”

“Now, that’s an easy question to answer,” Susan chuckled through her frustration. “There is a long list –

  • We already tried that before and it didn’t work?
  • It’s too expensive.
  • It will take too long.
  • The last person with an idea like that got fired.
  • We are headed in exactly the opposite direction and we have too much sunk costs to change direction now, even though what we are doing isn’t working.

“Nice list,” I smiled. “It’s always easy to answer the negative, now let’s answer the positive. In what way can we create the conditions where creative ideas can be constructed, tested and adopted?”

Project Work

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“Who is Marie? And why is she managing only one person?” I asked.

Esmerelda was silent, then spoke. “Marie has been selected to be a manager, but needs some experience, so we gave her a person to manage.”

“And, the impact on your organization is that you added an unnecessary managerial layer. Did you give her a raise as well, did you give her the corner office?”

“Yes, we gave her a raise, and she didn’t get the corner office, but, she did get an office.”

“Like eating an hors d’oeuvre rack of soft cheese, then drinking a glass of ice water. Not good for the digestion,” I said.

“But Marie needs to learn how to be a manager,” Esmerelda protested.

“If she needs to learn, send her to training. Give her project work.”

“Like what?” Esmerelda pushed back.

“Like making a schedule, leading a small project. Give her something of short duration. If your promotion fails, what do you have on your hands, imagine chocolate dripping through my fingers. But, if you give her a project and she fails, you only have a failed project, and you, as her manager, can manage the risk in the project.”

Who Sits on Your Shoulder?

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My mood was upbeat, but this conversation with Nathan was not lifting his spirits. His team was not on a mutiny, but they weren’t paying much attention to him.

“So, you have had a bit of difficulty getting out of the gate with your team. As you think about yourself, as a manager, who comes to mind, from your past? Who is that person sitting on your shoulder, whispering in your ear, giving you advice?”

Nathan looked stunned. “That’s weird,” he said. “As I go through my day, I have this silent conversation in my head with an old boss of mine. Whenever I have a decision to make, he pops into my head. It’s like he is watching me and I still have to do it his way. That was years ago, but he still influences me.”

“Was he a good boss?” I asked.

“No, everybody hated him. That is why it’s so weird. I think he was the worst boss I ever had and I am acting just like he did.”

“So, why do you think he has such an influence on you, today?”

“I don’t know,” Nathan said slowly.

“Would you like to be a different manager than your old boss?”

Finally, Nathan smiled. “Yes, absolutely,” he replied.

“Well, that is where we start.”

Practice, Practice

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“And, after all was said and done, a lot more was said than done.” Travis chuckled. “I heard that in a seminar once. But maybe it’s true. After the training, some of the people worked the new way, but some didn’t. Over time, the whole process was abandoned. ”

“You know your program really didn’t have a chance. It was missing something critical,” I said.

“I know, you are going to say positive reinforcement, but we all talked it up and everyone got a certificate when the training was over,” Travis defended.

“That’s all very nice, but I am not talking about being nice. I am talking about being effective. In the training you demonstrated a new process. This new process required a new skill, a new behavior.

“Travis, I can show you how to throw a ball, but if you want to get good at it what do you have to do?”

Travis looked puzzled, “Practice?” he said.

I nodded. “Very special practice.”

The Big Difference Between Training and Coaching

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Tyler finally had a question. “So, have we been wasting out time training our people?”

“Training is not a waste of time, it is how you train that determines its effectiveness.” Tyler squirmed. His company spent thousands of dollars on management training the prior year.

“Tyler, let’s take a fun example. Ever play video games?” Tyler nodded and flashed a huge grin. “How did you learn to play that game? Did it come with an instruction manual? Did you go to the bookstore and buy the Insider’s Guide to the game?”

“No way, I just sat down and started playing it.”

“And what is your competence level?”

“Well, I am at a level 40, now, but over the weekend, I think I can get my character to level 50. That’s as high as I can go with the character in this clan.”

“So, you are telling me that you became an expert. Did you become an expert because their instruction manual was so well written? Did the quality of the Insider’s Guide (that you never bought at the bookstore) have a significant impact on your learning this new behavior?”

“No, I just played the game. My character got killed a few times, but I learned how to navigate around the danger zones. I learned how to engage other characters in battle. I learned out to accumulate powers. Every time I did something right, I got points. Every time I did something stupid, I lost points. My points accumulated, my character got stronger, I leveled up. All around the screen are status panels that give me constant real time feedback on where I am in the game and how I am doing.”

“And you did all this without reading the instructions or attending a training class?” I asked. Tyler nodded yes again. “Tyler, you learned to play the game at an expert level because the game was designed to positively reinforce desired behavior. This positive reinforcement was meticulous and frequent. There were established goals and measurement systems to track progress and status.

“Next week, we will get back together and talk more about training.”

Before or After?

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Tyler’s curiosity had moved to intrigue.

“What gets reinforced gets repeated,” I said. We had been talking about positive reinforcement and its impact on behavior. “That’s why measurement and feedback loops are so important.

“Here is the insight,” I continued. “Most managers focus their time before the behavior. Most managers provide training and give lectures on the way things should be done and then wonder why they don’t get the desired behavior. Most managers think their biggest influence on behavior occurs before the behavior.

Let’s meet, let’s plan, let’s discuss, let’s show.

“All of this occurs before the behavior and has minimal impact.

“The payoff, the big influence is after the desired behavior occurs. That’s when to pay the most attention. What gets reinforced gets repeated.”

Speed of Necessity

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What’s changed? In your market, in your industry, in your company, in your team, with yourself?

COVID accelerated many things that were already in play. This acceleration was not brought about because COVID released us to do new things, but because COVID constrained us. Our response to new constraints quickly moved us to change. Change is not fun, most immediately has a negative impact on profit, so why do we do it?

We change because it is necessary, the mother of invention. Human beings have always adapted. Just, not so rapidly as now.

There is a software programming methodology called agile, successfully adapted to other work scenarios. Agile, typically organized in two week sprint intervals, doesn’t mean we work really hard to get everything finished in two weeks. Code written, tested, de-bugged, tested, de-bugged, published.

Agile means every two weeks, we stop. We take inventory, where we have come, progress made, but most importantly, to take inventory of what has changed. What has changed in your market, in your industry, in your company, in your team, with yourself?

And, to take inventory to remind us of purpose. The easy questions ask whether our activity, our work, moved us toward our purpose, or away from our purpose. The harder questions ask if our purpose is still valid in the midst of change.