FREE online courses on CRM - Developing People-The Key To Success - Develop
their skills - Learn To Instruct
The concept of a manager as a trainer is not a
new one but has only recently found corporate respectability. Every manager
worth his salt was approached for advice by people under him, and had given
whatever level of instruction was relevant under the circumstances.
As someone who achieved goals by delegating and managing, a manager always found
it was to his interests to ensure his men were properly trained to discharge
their separate responsibilities with the minimum intervention on his
part. In the process, it became obvious that the process was a two-way one, and
checklists developed to formalize the process, both before, as well during, the
process.
While people learn best on their own, formal learning/ teaching also plays an
important role, e.g. when conceptual instruction, or introduction
of new systems/ structural changes are to be introduced in a sweeping manner.
Following checklists are suggested for
pre-instruction briefing and for use during briefing: Preparation for instruction:
-
Assess level of IQ/ know-how of the trainee
-
Prepare your own self adequately
-
Verify availability of teaching aids needed
-
Ascertain time/ place for training
-
Giving instruction:
-
Dispel fears by telling them what you'll be telling them, then tell them, then
tell them what you told them!
- Use
‘tell-show-do' approach as in the Army
- Allow
hands-on approach wherever possible
- Check
whether instruction is sinking in
- Make
it as close to real life as possible
-
Record progress and share it with them
- Don't
drop them in deep water too soon
- Be
available for feedback and follow up
-
Provide handouts
-
Enthuse. It's infectious.
General: Chat with the in-house trainer to see
whether you can get some new slants on the work. Remember to involve your second-man in the
exercise, so that he can get in some developmental experience himself.
QUESTIONS:
1.
When do people learn best? What role can the manager possibly play in the
development and training process?
2. Can the manager usurp the trainer's
role, and impart learning/ training himself?
If so, how exactly,
and what do you think his compulsions/priorities will be?
Could you circle the problem and examine it from all angles?
