Training Industry Magazine - January/February 2019 - 51

SECRETS OF SOURCING
DOUG HARWARD

DEVELOPING THE
NEXT GENERATION OF

TRAINING LEADERS

The old proverb, "The shoe cobbler's
kids have no shoes," applies very well to
our profession. Many leaders of training
organizations focus so much of their
time and energy on making sure their
constituents have the training they need,
but they often neglect making sure their
own staff has the training they need
to be successful. Developing our next
generation leaders of training is one of
the most fundamental responsibilities
we have as leaders of training. It ensures
the hard work we are doing now to
implement effective and efficient
learning programs will be sustained over
a long period of time.
In addition, it demonstrates to our
client base that we are so in tune with
the needs of training and development
that we demonstrate best practices in
our own shop. This is so important in
communicating to our executive team
that we understand the best practices
of succession planning and we practice
what we preach. But unfortunately, this
is rarely the case - thus the analogy of
the old proverb.
Training leadership is a valuable and
noble profession that requires the
knowledge of the fundamentals of
learning. These fundamentals and
principles come from more than 100
years of research by the world's most
notable psychologists in how adults
best learn. Concepts like the forgetting
curve, the spacing effect, the power

of reinforcement, and coaching and
mentoring are just a few of these
contributions. These principles are the
underlying drivers of new technology
and innovation in our profession today.
And there are also valuable decisionmaking concepts that allow us to better
understand how to manage a portfolio
of learning programs. For example, there
is the portfolio rationalization model
that helps us understand what learning
programs we are offering that are not in
line with the needs of the business. And
there is the 70-20-10 model (as well as
an updated ratio referred to as the OSF
ratio) that helps us understand how
to balance the amount of structured,
informal and on-the-job training we
provide. And there are, of course, many
more.
But one of the most important things
we can do to develop next generation
leaders of training is to be good leaders
ourselves. Learn the principles of
training management. Learn how to
be a great mentor and coach of other
training managers. Contribute to the
profession by speaking and writing
about your experiences and what
you've learned along your journey in the
training industry.
From where I sit, becoming a great
leader of a training organization does
not come through experience by
itself. It requires the ongoing study

of innovation and training through
programs that teach the necessary
practices and tools to be an effective
training manager, such as the Certified
Professional in Training Management
(CPTM™) program. It requires being a

ONE OF THE MOST
IMPORTANT THINGS WE
CAN DO TO DEVELOP
NEXT GENERATION
LEADERS OF TRAINING
IS TO BE GOOD
LEADERS OURSELVES.
student of the profession. It requires
implementing best practices and
resource management. It requires having
an innovative mindset and challenging
the status quo. It requires pushing
boundaries and refusing to continue
doing the same things the same way
they've always been done. And yes, it
does require experience through doing
the job - but doing it in a deliberate way.
Good leaders of training organizations
work very hard to ensure they meet
the needs of the business. But great
leaders also ensure their own team has
the fundamental skills to manage the
training they provide.
Doug Harward is CEO of Training Industry,
Inc. and a former learning leader in the hightech industry. Email Doug.

T R A I N I N G I N DUSTR Y MA GAZ INE - THE ROLE OF L+D IN SUCCESSION PLANNING 20 19 I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

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Table of Contents for the Digital Edition of Training Industry Magazine - January/February 2019

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http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180506
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180304
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20180102
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http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170506
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20170304
http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_20171112_se
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http://www.nxtbook.com/nxtbooks/trainingindustry/tiq_2012summer
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