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Training myths

Today, companies are faced with the need to work and survive in the market in the face of fierce competition and the rapid pace of change. Therefore, such competitive advantages of companies as the quality of services provided, the ability to react flexibly and quickly to market changes, the ability to make competent, strategically correct, creative decisions come to the fore. It is possible to ensure the fulfillment of these conditions only through the constant improvement of the professionalism of its employees. It is important not only to develop the personnel, but also to increase its loyalty to the company, to develop the skills of teamwork. All the great demands are made on the modern leader. Today, in conditions of limited financial resources, the development and use of a leader’s leadership potential as an important resource for managing people plays a huge role. The ability of managers to attract an efficient, motivated team of employees working in the interests of the company is an important component of the firm’s competitiveness.

In this regard, more and more companies have recently become aware of the need for continuous staff training and the development of key competencies of employees. Not only sales, communication and customer service training are becoming popular, but also management training: planning and management technologies, development of time management skills, teamwork skills, effective decision-making technologies, leadership potential development. Employee training becomes a prerequisite for the survival and strengthening of the company's position in the market. Many companies no longer ask the question: “Do I need to learn?”, But put the question: “How, what and from whom to learn?”.

However, despite the objective requirements of the market and the understanding of the need for development of employees, not all companies conduct regular staff training. In our opinion, one of the reasons for this is the presence in the minds of managers and employees of stereotypes or training myths. These stereotypes and myths can cause refusal of training, resistance of personnel to training, and in the case of training - significantly reduce the effectiveness of training.

Myth 1. I came, I saw ... and everything changed

Disclaimer: Many people expect from the training something unexpected, wonderful. Such an attitude to learning is often encountered - we will come, do something with us, and after a while all our problems will disappear. This position is a relic of school years, when our student role was often passive and consisted only in a simple perception of information from the teacher. In fact, all the changes that occur to us, have a root in ourselves. Without our desire, motivation, energy and work on ourselves, no changes are possible. Often, to get a good effect from training, it is important to take risks, purposefully and persistently apply new methods of work, change yourself, your habits and behavior. In other words, it is important that employees are able and willing to take responsibility for their training, take an active position and be open to new experiences. A large role in the formation of this awareness among the participants of the training is played by the coach himself, the methods and principles of his work, the ability to inspire and motivate.

Myth 2. The trainer must first be an expert

Disclaimer: Often, an expert position is expected from the coach when he tells how to act “correctly”, gives ready-made recommendations and recipes for solving problems.
It seems to be simple and clear - the coach said, we did. But this is not entirely true ... The fact is that there are simply no “correct” answers to work situations and management problems. At present, it is important to constantly search for and find new, non-standard, creative ways to solve problems - only this way you can gain a sustainable advantage in the market.

Even in sales training it is not always possible to give a ready-made recipe - how to sell correctly? Who met the ideal, the best seller in the world? The thing is that it does not exist. A good seller is someone who has developed his own unique sales style and knows how to use it effectively.

Of course, it is important that the coach shares his own experience and knowledge of modern technologies and developments. At the same time, it is worth remembering that “external” solutions are unlikely to be implemented in the company; rather, there will be no changes after the training. It is important that staff independently participate in developing acceptable ways to achieve their goals — only such decisions will lead to real change.

Therefore, the role of a coach today is not to give ready-made advice, but rather to form conditions at the training, under which group members will learn to find the right solutions on their own. A good trainer is not one who will catch the fish, but one who will teach the staff to catch it.

Myth 3. After the training, everything will change by itself.

Disclaimer: As a rule, the goal of most trainings is to change the behavior of group members. The leaders want the participants to immediately behave in the desired manner immediately after the training, and that these changes are maintained for a long period of time. It is important to remember that such changes are primarily associated with the acquisition of new skills by the participants.

A skill is a sustained behavioral response that is formed over a specific period of time through a series of repetitions. In other words, it is impossible to form a skill at the training. The trainer is able to transfer knowledge and create a basis for the formation of new patterns of behavior, and this behavior can be fixed only with the help of post-training support.

Thus, to obtain a quality result, it is important to maintain the necessary changes in the behavior of employees after the training, the same should occur after the trainings of personal growth. It is desirable to achieve this with the help of modern coaching technologies and the transfer of effective feedback. To do this, you can attract qualified specialists, or grow your own mentors and create a culture of mentoring within the company.

The market for training services in Russia is constantly evolving. The formation of a training culture of companies is gradually taking place, based on an awareness of the values ​​of training, taking an active position in training and taking responsibility, understanding the need for a comprehensive and realistic approach to the training and development processes of employees. The process has begun, but there is still a long way to go. Good luck to you in moving along this path and achieving the goals you set for yourself.
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