How to Successfully Navigate "Just Fix It/Them" Training Request
Regardless of your role, operations, training or consultant, at some point my guess is you will receive an urgent request from your leader or client for training. “The numbers came back, and something is wrong. It is it (Process, policy, or product) and/or them (Leaders, employees). We aren’t meeting our metrics. This needs to improve NOW.”
We have a Business problem
and training NEEDS TO FIX it NOW
Coupled with this urgent request, the leader may present a solution how to solve the gap. This is what I call, “Just Fix It/Them,” Training.
What is “Just Fix It/Them” training?
This is a training request that isn’t based on data or analysis of the problem, which is a large part of the instructional design process. It is a gut feeling from the leader that employees are not doing something correctly. The only solution is training to fix it or fix them. It makes sense as many leaders lead by instinct. They understand metrics, but they do not always understand the details behind the metrics.
Training isn’t easy to successfully implement. It isn’t always the best method to solve a business issue. It could be. It could not be. If you move forward with a, “Just Fix It/Them” solution, and that wasn’t the problem, it waste time and money.
A nasty byproduct? Everyone gets upset. Leaders are mad because the problem didn’t get solved. Employees are mad because it can come off as insulting, and it puts them further behind their already overworked day. Trainers are upset too. They did what they were told to do, and yet they get blamed because the business results did not improve.
a “Just Fix It/Them” training solution, that wasn’t the problem, wastes time and money
To Move from “Just Fix It/Them” to Strategic
It would help all trainers, or anyone with training responsibilities, move from an order taker to a doctor mentality. As mentioned earlier in formal instructional design, there is significant analysis to discover the root cause of the undesired results. But when the directive comes from leadership, time is not on your side. The leader makes a request, and they want action. You are caught between potentially looking like you are not a team player, or possibly insubordinate, to executing a poorly designed ineffectual program (Been there, done that.).
Ask Questions
If there is no time for a formal analysis, do this. Schedule no more than thirty minutes with the leader requesting the training. If you get only fifteen minutes, make it work. Take your precious few minutes and proceed like a doctor. You want to search for the symptoms of the problem.
Think of it this way: the leader thinks something is ‘sick.’ This could be employee behavior, lack of skills, or a bad policy or procedure. You are the doctor to ‘cure’ them. But you can’t establish a cure without knowing the symptoms, allergies or treatments that were tried and failed. Also, is there money or time needed for the prescription or surgery?
Basic Questions to Ask
What is telling you this is wrong? Ideally, it is a least two sources over a duration of time. (Data, Instinct, Sales Report, Service Levels, etc.)
Have we ever done it well, or met the desired metric?
Has it changed recently? Has it changed with certain groups?
Have we ever tried to fix it/them?
Is there a budget for training?
There is a good chance your leader will not know the answers. In that case, it may prompt a different conversation with the leader that maybe training isn’t the solution. If the leader asks why are you asking questions, simply say you want to ensure all desired business results are covered before implementing training.
If the leader does not know the answers, but wants you to continue (Been there, done that #2), then ask several other leaders and employees. One of your best resources is a long-term employee familiar with the process. They are your historical database. The caution is be aware if business circumstances have changed since the last time a solution was tried. Actually, ask several others regardless, unless it is a sensitive situation.
Present Your Plan
After your quick diagnosis of the issue, put a plan together. Present it first to your direct leader.
In your plan list these things:
1. What is the clearly defined issue to ‘fix’?
2. In your opinion, is training is the only way to solve the issue? That is OK. Your leader just wants the issue solved. Usually, the method is unimportant.
3. If yes, then sketch out the training initiative in time for development, format (Virtual, Classroom, Job Aids, Videos, etc.), time for implementation, and other conflicting initiatives (There is always a competing training or business need), and approximate cost.
Get your leaders feedback and proceed accordingly.
Just Don’t Do It - This Time
Normally, for your professional reputation, I lean towards providing quick service, and do what you were asked to do. However, you are providing exceptional service by working towards the best solution. Leaders care about business problems being solved and maybe the “Just Fix It/Them” solution was the only one thought of in heat of the moment.
You deeply care about business solutions too. You also have the expertise to understand daily operations and how employees learn. Use this to slow down the reactive gut instinct response, just a tad. The goal is not to just fix it/them fast, but to solve the issue permanently, effectively, and well.
“It would help all trainers, or anyone with training responsibilities, move from an order taker to a doctor mentality.”
