Be Very Suspicious of One-and-Done Training for Professional Development

The reflex action in most organizations for professionals is training. “Let’s send Lucero and Erik to New Manager Training at (name your training organization).” In and of itself, there’s nothing wrong with training—it’s just NOT enough. It’s one part of a professional development regimen that must blend training with coaching, outside voices, ideally, a cohort, in a sustaining format. That’s code for using the calendar, not the clock, to support professional growth.

As an executive, I was suspicious of one-and-done training programs for our new, rising, and senior managers. We invested a fortune, sent our colleagues to great organizations by reputation, put a lot of time into these initiatives—all for good reasons—and then waited and hoped for the changes and improvements.

We would still be waiting if we didn’t change our approach. And, as we all know, “hope” is just a lousy plan.

Sure, people had nice experiences and were entertained for a few days. But when I encouraged them to share what they had learned that they would do differently, there were generalisms given, but nothing significant. And the problems training was supposed to cure didn’t go away.

Getting the Promoting Managers Involved Helped, Somewhat…

The situation changed for the better when we challenged our managers to take a more active role in developing team members; notably those new to managing and new to the senior manager ranks. We viewed training as a tool, not an end-all. Of course, we had to train our managers how to coach.

In too many organizations, we let promoting managers off the hook for the heavy lifting of professional development. We outsource it to HR or Learning and Development, and we mistakenly assume that training = understanding leads to competence. Well, the math doesn’t work.

Now, I’m the One Leading the Development Experiences (Ironic?)

Fast forward several years, and I find myself in the role of my career supporting the development of frontline managers and emerging leaders and executives. Ironic? Sometimes I think that. However, l still treat this initiative from the executive’s perspective.

When a colleague asked, “Art, aren’t you the trainer you are complaining about in your writings?” Great question. No.

My programs are blended learning and development experiences  incorporating training, coaching, and a cohort, all guided over time (months) by a successful executive who earned his stripes and took his lumps. And, one client said it best: “Art, you don’t teach us what to think; you teach us HOW to think and think differently as managers and leaders.” That’s the goal

In my opinion, every professional development program must solve the one-and-done dilemma and deliver genuine learning, growth, and impact in the workplace. The programs have to do it in a manner that appeals to diverse learning styles and offers the time to gain feedback and coaching. They also have to introduce a wide variety of expert viewpoints to challenge participants to think and think differently about their roles and approaches.

My Antidote to the One and Done Training Dilemma—Sustained, Cohort-based Learning PLUS Executive Coaching

I’ve always delivered multi-week programs that blend cohort-based learning and coaching. However, a few weeks isn’t enough. My clients want more time to engage with their cohort members, try the ideas on for size, and gain access to executive coaching.

Here are two new programs/formats that solve the dilemma of one-and-done training.

The Senior Manager Program

Ideal for those managing managers and new(er) to the executive ranks. We focus on five critical areas over our five-month program (one 3-hour session per month):

  1. Leading at scale
  2. Leading innovation and change
  3. Developing as a strategist
  4. Cultivating influence
  5. Strengthening executive presence

Those five are drawn from almost 15 years of executive coaching, where these themes recur constantly. Each of those 5 is critically important and somewhat elusive. The sustained program blending cohort plus coaching and time gives people the opportunity to make significant progress in all areas.

Each classroom session ends with participants committing how they’ll approach bringing the ideas to life in the workplace. Each participant engages with me in up to 2 executive coaching sessions per month. Then we’re back thirty days later, sharing experiences, identifying strengthening approaches, and covering our next learning objective.

Did I mention that there’s one monthly guest expert (1-hour) session to extend the learning?

The blend of work and support plus the five months to gel and learn together, backed by coaching, offers an outstanding growth opportunity. Our first cohort kicks off at the end of January. Learn More.

The New(er) Manager Program

This program follows the identical structure outlined above except for four months, not five. It’s cohort-based learning, coaching, guest experts, and time to put the ideas to work, gain feedback, and keep improving. AND, this is just what new(er) managers need to navigate the slings and arrows of moving into this challenging role for the first time. (Our first cohort kicks off in February, 2024.)

The New(er) Manager Program is ideal for anyone stepping up to manage for the first time or who has been in the role for less than a year. We cover the topics essential for a successful new manager start-up.

  1. How to transition successfully from the role of contributor (especially when you were a team member)
  2. How to gain role clarity—uncovering their needs from you as a manager
  3. How to bring to life The Managers Operating System and Ten Core Programs (this is the heart of the program)
  4. How to gain feedback on your work as the manager
  5. How to succeed with challenging managerial conversations

The four-month runway allows us to explore, experiment, engage, and coach! Learn more.
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For both the Senior and New(er) Manager programs, the blend of cohort-based instruction/engagement, 1×1 coaching, outside experts, and, importantly, time together combine to offer the cure for one-and-done training! Whether you work with me or take this on in a different manner, make sure to avoid the trap of thinking training is the answer. It’s just one part of the professional development puzzle.

Art's Signature

 

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Let me know if you want to talk about whether the Senior Manager or New(er) Manager programs are right for you or your colleague(s). Drop me a note and we’ll set up a discovery call.