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Without the techniques we use, training might not lead to real change because:
- It might not be linked to the organisation’s strategy and objectives.
- Delegates might not understand or believe in the purpose of the training.
- The style of training might be lectures and speeches rather than involvement and hands-on learning.
- The training might impose advice rather than encourage new thinking.
- The training might be too theoretical or full of jargon.
- There might be no follow-up.
- Managers might not reinforce what has been learnt.
What’s different about our approach?
Before the training
We carry out various ‘audit’ activities to understand the customer’s problems. This can include various pieces of research including an audit of the organisation’s marketing-orientation, a skills-gap analysis and one-to-one telephone or in-person interviews with delegates to assess individual needs.
Then we develop training that will help to solve the customer’s problems. Even when we have what appear to be ‘off-the-shelf’ courses they are always customised in response to our research findings. For example, the exercises that delegates will complete might be tailored to reflect the sector in which they work or the particular issues identified in the audit.
We also make sure that training delegates are properly invited to the training. They should understand why they are attending, what they will get out of the training and what preparatory work (if any) they need to do beforehand.
During the training
Our training is highly practical and action-orientated. Most modules of training include practical exercises for delegates: they use the new skills and behaviours and so start getting used to acting in a different way. The training content and exercises are often linked to the client company’s strategy, products etc.
We help people to come up with answers for themselves, rather than preaching to them. We don’t believe that we have all the answers. Where we do present theory we encourage delegates to decide whether and how their behaviour might change as a result.
We often train managers so that they can then pass on their knowledge to their staff. Alternatively, if non-managerial staff are to be trained, we will help managers to reaffirm the training and drive through the change.
After the training
Training really starts to work when it goes beyond the training room. So in our programmes the training sessions themselves are often backed up by mentoring and coaching to provide the additional guidance, direction and support that delegates need. This helps them to turn their knowledge and skills into real action on marketing strategies and campaigns. This is especially important when they start to use the new skills for the first time on real projects.
The training is evaluated at an agreed point after delivery. We don’t just hand out ‘happy sheets’ immediately after a training session as we prefer to measure whether there is really a change in behaviour, and that can only be done some time after the training.