Using The Training Model On Yourself To Be A Better Leader
Many of the successful training programs follow this general pattern for building job proficiency:
- Why Do
- How Do
- I Do
- We Do
- You Do
While this is a great way to transfer knowledge to others, there seems to be another application in which a leader can use this model.
What if a leader uses this to understand what their employees go through in order to better understand their jobs and roles?
Leaders can sometimes get removed from the nuances of their staff’s job functions, which often results in decisions that negatively impact various employees. If a leader better understood how a certain role functions, and what the challenges are to complete those job tasks regularly, then better team development and decision making would certainly evolve.
Let’s take this model and run it through:
- Find out why employees do the various steps of the job task. Do they know why, and have a competency beyond “just because”? Also, why do employees do what they do? Is there a reason they don’t perform a certain step such as technical issues, expediency, or failed procedures and systems?
- When you discover how certain roles perform certain tasks, you can better discover areas of productivity, talent, and skills that lend themselves to that task. Someone may do a process that works great for them, and not outside of procedural norms, that might save time, money, or injury risk. In addition, you may find better ways to train and garner increased efficiency in those areas. Plus, you’ll also be better versed in the ways your employees apply skills, training, and barriers to get their jobs accomplished.
- This means yourself. Immerse yourself into understanding what your team members contend with on a regular basis. Ask questions and make sure you fully understand to bridge the gap between oversight and competency yourself.
- If at all possible (and it always is) work alongside your people to see what they do in action. Don a hard hat or smock and see and feel how they do their specific tasks. Have them show you and let them feel good about giving you insight into their world. Spend time with other employees to ensure you know the full scope of what the entire team needs to execute their jobs.
- Now that you’re fully conversant in your people’s work tasks, it’s totally up to you going forward. It’s incumbent upon you as a leader to make sure any decision (work process, policy change, etc) does not negatively impact the staff. If anything, your knowledge should help steer their jobs to increased engagement, competency and – more importantly – better customer service, as they most likely have higher touchpoints with your customers.
If a leader can use this to understand their teams jobs better, think about the possibilities of using this to investigate employee performance issues, policy compliance, or other concerns within the organization. It prevents rushing to judgement, have others make decisions that can adversely impact team morale and/or performance, and maybe will prevent managing out an employee who has no other input and just needs to have their concerns seen firsthand.
Train yourself to follow the same model you develop your staff in order to be a better leader yourself.