Training Industry Magazine - May/June 2017 - 15

BUILDING LEADERS
SAM SHRIVER & MARSHALL GOLDSMITH

PRACTICAL ADVICE FOR

CLOSING THE GAP
BETWEEN

LEARNING AND ACHIEVING

Our mentor, Dr. Paul Hersey, used to
explain the variables associated with
effective leadership through the eyes of
this equation:
L (e) = f(S) F; TM; P; OC; E; E ...
(Leadership effectiveness is a function of the
situation; the follower; top management; the
follower's peers; organizational culture; the
economy; etc.)
As he used to put it, "There is any number
of forces that could help or hinder a
leader's attempt to influence, but if the
follower decides not to follow, nothing
else much matters." We would like to
recycle that wisdom as we offer our
thoughts on "minding the gap" between
a successful training event and the
transfer of that training into sustained
learner behavior change that produces
targeted results.
In full acknowledgement of the
numerous other forces in play with
the successful transfer of training, let's
zero in on the specific roles of two
primary stakeholders, the trainee and
his/her next-level manager (NLM), across
three virtually unwavering periods of
time (phases) associated with every
training event.
PHASE I: BEFORE TRAINING
(ONE TO TWO WEEKS)
NLM: Initiates a training-relate discussion
with the trainee to cover the following:
* Ensure the trainee is aware that
participation in "the event" is an
investment on the part of the
organization, and directly tied to
job-related skill development and

application. ("You will learn things that
can accelerate your development and
positively impact the productivity of
your team.")
* Establish the expectation that, after
training, the trainee will review with
the NLM what was learned, how it
will be applied and how increases in
productivity could be measured. ("I
want to meet again, soon after you
return, to review what you learned,
how you plan to apply it and anything I
can do to help you in that regard.")
Our experience suggests that this
conversation takes about 10 minutes,
and the NLM does not have to be
well-versed in the content of the
training itself.

TRAINEES SHOULD BE
MOTIVATED TO TAKE
AN ACTIVE ROLE
IN TRAINING.
TRAINEE: Reviews the objectives of the
training (at a minimum) and participates
in the Phase I discussion with his/her NLM.
In general terms, the trainee should have
at least some idea of what they can learn
and how they can apply it to increase
productivity. Primarily, the trainee should
be motivated to take an active role in the
training event after Phase I.
PHASE II: DURING TRAINING
NLM: Ensures the trainee can attend
and participate in the training event
unencumbered by the demands of
his/her
job-related
responsibilities.
Operationally, the trainee's absence
needs to be treated like sick leave,

vacation or any other time an employee
is deemed "unavailable."
TRAINEE: Keeping the post-event
discussion with their NLM in mind,
engages throughout the training to
the upmost of their ability, then takes
personal responsibility for transforming a
general sense of how the training might
apply to a specific set of actions that can
be taken to implement skills and measure
the work-related impact.
PHASE III: AFTER TRAINING
(ONE TO TWO WEEKS)
NLM: Initiates a follow-up discussion with
the trainee to cover the following:
* Find out what the trainee learned and
how he/she envisions transferring that
learning to the workplace. This would
include the nature and the timing
associated with measuring the impact
of that implementation.
* Identify the NLM's role moving forward
as it applies to the objective of training
transfer (i.e., will the NLM be providing
guidance? Be available for discussion?
Or, periodically monitor progress from
a distance?).
TRAINEE: Reviews plans to apply onthe-job learning with the NLM and
transparently "contracts for a leadership
style" regarding that implementation.
Marshall Goldsmith is the world authority
in helping successful leaders get even better.
Sam Shriver is the senior vice president
of commercial operations and product
development at The Center for Leadership
Studies. Email Marshall and Sam.

T R A I N I N G I N DUSTR Y MA GAZ INE - MIND THE GAP 201 7 I WWW . TRA IN IN GIN DU ST RY. C O M/ MAGA ZI N E

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Table of Contents for the Digital Edition of Training Industry Magazine - May/June 2017