Overview
Abraham Maslow said, “If the only tool you have is a hammer, every problem looks like a nail.”  As managers, leaders and change agents, we want to improve our organizational performance.  Often training is seen as an important tool in this pursuit.  Training is a fabulous tool!  It can provide awareness, knowledge, skills and maybe even a chance to practice.  However, all of our change efforts aren’t nails, so training isn’t our only tool. This special report identifies seven common reasons why training doesn’t meet it's goals - even when it is the right tool - and more importantly - gives you some action steps to avoid these pitfalls.

The “Who’s Accountable?” Game
People rarely are held accountable for using what they learned in a course or workshop when they get back to the workplace.  So some people recognize going to training as a game.  That’s why training is seldom seen (by anyone in the organization) as what it could and should be - a strategic part of the business, with responsibility for performance enhancement.  Regardless of how training is viewed, if people aren’t held accountable, how likely is it that real performance change will occur?  All of the actions below will make accountability clear.

What You Can Do

• Give people a clear message before participating in training what the expectations of them will be when they return.
• Plan some time with the participant both before and after the training session.
• Let participants know before they attend that an action plan is expected as a result of the training session.  (Then be interested in the outcome.)
• Ask participants how you can help them reach their new performance goals.

The Cafeteria Cause - “Course du Jour”
Often training has no connection to the strategic objectives of the organization.  Whether true or not, the prevalent perception in the organization is that there is no rhyme or reason to the latest training course.  This cause is called “Course du Jour” because often organizations offer new training just like some people try new diets.  New business books (and accompanying “hot” new training topics) are published with the frequency of new diet plans - and the similarities continue!  With the fad popular diets, people hear about the new approach, buy the book, get excited, try the diet, and soon leave it - usually before they received any real benefit.  The same thing happens in an organization.  The new training topic, approach, idea or craze is tried and dropped before results can occur..   There’s usually nothing wrong with the training introduced, but usually it isn’t supported in the organization - or given the time to work.  In these instances, the company is wasting time and money and confusing the majority of the employees. Maybe most costly however is the risk of fostering cynicism and reducing the credibility of leadership.

What You Can Do

• Make training decisions based on strategic direction and real performance gaps.  Once those training priorities have been set, stick to them. 
• Make a commitment to get a return on that training investment. 
• Resolve to give the training time and support to work.
• Determine clear performance outcomes for the effort up front. 
• When a new “hot topic” training course is proposed, ask, “How does this fit with what we’ve been doing? Is this just our next diet?”
• Use real work in the training when possible.

The Piling on the Work Paradigm
Many times managers and leaders see training as an expensive waste of time.  When they attend classes, they continually think about all the work that is piling up “back in the office”.  Their employees see this attitude through their leader’s actions.  This thinking grows because leaders don’t explain the reasons for the course and don’t help people deal with the workload while they are gone.  Since you can’t make people learn, these situations can be disastrous in the training session itself.  People may resent having to be in the training because they don’t understand why they’re there, and they know they’ll have to work harder when they get back to the job to catch up.  In this situation the participants may leave more cynical than when they arrived, with few if any new skills to counteract that possible effect.

 What You Can Do

• Do everything possible to make sure all of management is on-board with the training and its purpose.
• Make a commitment to get a return on that training investment.
• Resolve to give the training time and support to work.
• Determine clear performance outcomes for the effort up front.
• Set up a plan to handle the work while the participant is learning.  This action speaks volumes about the importance of the training.  It will also improve their   ability to focus on the session (e.g. “My critical work is being handled”, and “  Whew, I’m sure glad that most of my mail will have been handled when I get back!”)

The January Third Application Assignment
Well designed training with motivated learners will result in people leaving training with some clear ideas about how they plan to apply what they’ve learned back on the job.  But well intentioned as those plans might be, they may be no more effective than most New Year’s Resolutions.  Old habits are hard to break!  Habits are especially hard to break when there is no support for the new skills and behaviors back in the workplace.

What You Can Do

• Give people a clear message before participating in training what the expectations of them will be when they return.
• Plan some time with the participant both before and after the training session.
• Let them know before they attend, that an action plan is expected as a result of the training session.  (Then be interested in the outcome.)
• Ask them how you can help them reach their new performance goals.  All of these actions will make accountability clear.
• Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.)
• Use real work in the training when possible.

The Sleepwear Syndrome - “One-Size-Fits-All”
Often times a T-shirt or sleepwear is designed to be “one size-fits-all” and serves its purpose.  Training isn’t sleepwear and probably won’t be effective that way.  Look at it this way: though all the teen-age kids might wear one size of sweatshirt to school, would people wear the same size suit or skirt to work?  If they did, would they look as good or perform well?  In other words, one-size-fits-all garments aren’t all that versatile for different situations.  The basic goal of clothing - to cover our body and provide warmth - would be achieved, but many other reasons why we wear clothing would not be satisfied.  The same is true for training in the workplace.  Too often, generic, across-the-board training is administered.  The basic premise with this syndrome is that “We’ll give it to everyone - to be fair - maybe everyone doesn't need this information or lack the skills, but at least we will make sure we don’t leave anyone out.”  In reality often management doesn’t really know who needs the new skills and knowledge.

What You Can Do

• Base training and participation decisions on skills needed to be effective in the workplace.

The Lone Ranger Situation
Often people are sent to training as a perk, a reward, or as a way to get them in a new surrounding for awhile.  In most cases, people in a team or work group may never all see the same training, except for the “Course du Jour” or “One-Size-Fits-All” variety.  Some times people need specific skills to perform a specific part of their work.  Often though, the “perk” training workshops are for skills many people in the group could use (or maybe they’ll all be sent over-time; after all, everyone can’t be gone at once.)  The result?  People come back to work in a vacuum.  Not only are they not accountable (Reason Number One above), but no one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance.

What You Can Do

• Give an entire work group training in new information and skills at the same time.  (Whenever possible and appropriate.)
• Build training that is linked to the problems at work as well.
• Use real work in the training when possible.

The “Name That Tune” Game
This problem arises when, in the name of expediency or efficiency, training time is compacted.  Trainers are asked to “Name That Tune” (or complete the training) in shorter and shorter time blocks.  This show starts with “The Management Team only needs an overview”, and ends with training being designed to fit a time slot, as opposed to being designed to build specific skills.  The typical result of the “Name That Tune - shorten the session for my people Game”, is training that is little more that exposure to a topic area - not training which can transfer real skills, with real practice time in the classroom.

What You Can Do Making Sales is Easy When You Learn How to Make Friends
Friends buy from friends. Why? Because people trust that their friends will go above and beyond the duties of a typical salesperson. They know that their friends will give them friendly, honest help and provide them with the product that is perfect for their needs. In return, these people develop into loyal customers who are happy to support their friend’s business with continued sales and referrals.So how do you take advantage of this wonderful sales cycle? You must change the focus of the sales experience on making a friend rather than making a sale. When you focus on making a friend at all costs, you will find ways to serve your customers beyond the scope of what you do in your business.This type of exceptional service is what will get your customers talking positively about you after the fact. They will enthusiastically tell everybody they know about you, your company and your excellent service. These testimonials are the most effective form of advertising you could ever have for your company. By making one friend, you will create customer loyalty that will boost your sales as they continue to buy from you and recommend you to others.In order to be friends with your customers, you must take the time to revaluat“Course du Jour”
Often training has no connection to the strategic objectives of the organization.  Whether true or not, the prevalent perception in the organization is that there is no rhyme or reason to the latest training course.  This cause is called “Course du Jour” because often organizations offer new training just like some people try new diets.  New business books (and accompanying “hot” new training topics) are published with the frequency of new diet plans - and the similarities continue!  With the fad popular diets, people hear about the new approach, buy the book, get excited, try the diet, and soon leave it - usually before they received any real benefit.  The same thing happens in an organization.  The new training topic, approach, idea or craze is tried and dropped before results can occur..   There’s usually nothing wrong with the training introduced, but usually it isn’t supported in the organization - or given the time to work.  In these instances, the company is wasting time and money and confusing the majority of the employees. Maybe most costly however is the risk of fostering cynicism and reducing the credibility of leadership.

What You Can Do

• Make training decisions based on strategic direction and real performance gaps.  Once those training priorities have been set, stick to them. 
• Make a commitment to get a return on that training investment. 
• Resolve to give the training time and support to work.
• Determine clear performance outcomes for the effort up front. 
• When a new “hot topic” training course is proposed, ask, “How does this fit with what we’ve been doing? Is this just our next diet?”
• Use real work in the training when possible.

The Piling on the Work Paradigm
Many times managers and leaders see training as an expensive waste of time.  When they attend classes, they continually think about all the work that is piling up “back in the office”.  Their employees see this attitude through their leader’s actions.  This thinking grows because leaders don’t explain the reasons for the course and don’t help people deal with the workload while they are gone.  Since you can’t make people learn, these situations can be disastrous in the training session itself.  People may resent having to be in the training because they don’t understand why they’re there, and they know they’ll have to work harder when they get back to the job to catch up.  In this situation the participants may leave more cynical than when they arrived, with few if any new skills to counteract that possible effect.

 What You Can Do

• Do everything possible to make sure all of management is on-board with the training and its purpose.
• Make a commitment to get a return on that training investment.
• Resolve to give the training time and support to work.
• Determine clear performance outcomes for the effort up front.
• Set up a plan to handle the work while the participant is learning.  This action speaks volumes about the importance of the training.  It will also improve their   ability to focus on the session (e.g. “My critical work is being handled”, and “  Whew, I’m sure glad that most of my mail will have been handled when I get back!”)

The January Third Application Assignment
Well designed training with motivated learners will result in people leaving training with some clear ideas about how they plan to apply what they’ve learned back on the job.  But well intentioned as those plans might be, they may be no more effective than most New Year’s Resolutions.  Old habits are hard to break!  Habits are especially hard to break when there is no support for the new skills and behaviors back in the workplace.

What You Can Do

• Give people a clear message before participating in training what the expectations of them will be when they return.
• Plan some time with the participant both before and after the training session.
• Let them know before they attend, that an action plan is expected as a result of the training session.  (Then be interested in the outcome.)
• Ask them how you can help them reach their new performance goals.  All of these actions will make accountability clear.
• Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.)
• Use real work in the training when possible.

The Sleepwear Syndrome - “One-Size-Fits-All”
Often times a T-shirt or sleepwear is designed to be “one size-fits-all” and serves its purpose.  Training isn’t sleepwear and probably won’t be effective that way.  Look at it this way: though all the teen-age kids might wear one size of sweatshirt to school, would people wear the same size suit or skirt to work?  If they did, would they look as good or perform well?  In other words, one-size-fits-all garments aren’t all that versatile for different situations.  The basic goal of clothing - to cover our body and provide warmth - would be achieved, but many other reasons why we wear clothing would not be satisfied.  The same is true for training in the workplace.  Too often, generic, across-the-board training is administered.  The basic premise with this syndrome is that “We’ll give it to everyone - to be fair - maybe everyone doesn't need this information or lack the skills, but at least we will make sure we don’t leave anyone out.”  In reality often management doesn’t really know who needs the new skills and knowledge.

What You Can Do

• Base training and participation decisions on skills needed to be effective in the workplace.

The Lone Ranger Situation
Often people are sent to training as a perk, a reward, or as a way to get them in a new surrounding for awhile.  In most cases, people in a team or work group may never all see the same training, except for the “Course du Jour” or “One-Size-Fits-All” variety.  Some times people need specific skills to perform a specific part of their work.  Often though, the “perk” training workshops are for skills many people in the group could use (or maybe they’ll all be sent over-time; after all, everyone can’t be gone at once.)  The result?  People come back to work in a vacuum.  Not only are they not accountable (Reason Number One above), but no one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance.

What You Can Do

• Give an entire work group training in new information and skills at the same time.  (Whenever possible and appropriate.)
• Build training that is linked to the problems at work as well.
• Use real work in the training when possible.

The “Name That Tune” Game
This problem arises when, in the name of expediency or efficiency, training time is compacted.  Trainers are asked to “Name That Tune” (or complete the training) in shorter and shorter time blocks.  This show starts with “The Management Team only needs an overview”, and ends with training being designed to fit a time slot, as opposed to being designed to build specific skills.  The typical result of the “Name That Tune - shorten the session for my people Game”, is training that is little more that exposure to a topic area - not training which can transfer real skills, with real practice time in the classroom.

What You Can Do Avoid Direct Mail Suicide with Postcard Magnet Mailers
On their 10 year anniversary American Printing & Promotions, Inc. launched www.postcardmagnet.com to make business owners aware of postcard magnet mailers: a powerful direct mail alternative that accomplishes what traditional direct mail cannot.Experts say, “The most difficult task of any mailing is to stay out of the trash can long enough to deliver a message.”Everyday, enormous amounts of direct mail take a short and un-eventful journey directly from the mailbox to the trashcan, representing tens of thousands of advertising dollars literally wasted. www.postcardmagnet.com offers business owners a mailer that consumers will keep and use rather than discard and ignore.“It’s our mission to provide business owners with a product that will keep their message in front of their clients longer resulting in more impressions and a greater response rate,” says Ryan Christensen, owner and CEO of American Printing & Promotions. “A postcard magnet mailer is the perfect way to keep your marketing dollars out of the garbage and continually promoting your business.”“Effective marketing includes differentiating yourself from your competitors”, continues Christensen. “That includes not only your products and service, but your direct mail as well”.A report foey attend classes, they continually think about all the work that is piling up “back in the office”.  Their employees see this attitude through their leader’s actions.  This thinking grows because leaders don’t explain the reasons for the course and don’t help people deal with the workload while they are gone.  Since you can’t make people learn, these situations can be disastrous in the training session itself.  People may resent having to be in the training because they don’t understand why they’re there, and they know they’ll have to work harder when they get back to the job to catch up.  In this situation the participants may leave more cynical than when they arrived, with few if any new skills to counteract that possible effect.

 What You Can Do

• Do everything possible to make sure all of management is on-board with the training and its purpose.
• Make a commitment to get a return on that training investment.
• Resolve to give the training time and support to work.
• Determine clear performance outcomes for the effort up front.
• Set up a plan to handle the work while the participant is learning.  This action speaks volumes about the importance of the training.  It will also improve their   ability to focus on the session (e.g. “My critical work is being handled”, and “  Whew, I’m sure glad that most of my mail will have been handled when I get back!”)

The January Third Application Assignment
Well designed training with motivated learners will result in people leaving training with some clear ideas about how they plan to apply what they’ve learned back on the job.  But well intentioned as those plans might be, they may be no more effective than most New Year’s Resolutions.  Old habits are hard to break!  Habits are especially hard to break when there is no support for the new skills and behaviors back in the workplace.

What You Can Do

• Give people a clear message before participating in training what the expectations of them will be when they return.
• Plan some time with the participant both before and after the training session.
• Let them know before they attend, that an action plan is expected as a result of the training session.  (Then be interested in the outcome.)
• Ask them how you can help them reach their new performance goals.  All of these actions will make accountability clear.
• Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.)
• Use real work in the training when possible.

The Sleepwear Syndrome - “One-Size-Fits-All”
Often times a T-shirt or sleepwear is designed to be “one size-fits-all” and serves its purpose.  Training isn’t sleepwear and probably won’t be effective that way.  Look at it this way: though all the teen-age kids might wear one size of sweatshirt to school, would people wear the same size suit or skirt to work?  If they did, would they look as good or perform well?  In other words, one-size-fits-all garments aren’t all that versatile for different situations.  The basic goal of clothing - to cover our body and provide warmth - would be achieved, but many other reasons why we wear clothing would not be satisfied.  The same is true for training in the workplace.  Too often, generic, across-the-board training is administered.  The basic premise with this syndrome is that “We’ll give it to everyone - to be fair - maybe everyone doesn't need this information or lack the skills, but at least we will make sure we don’t leave anyone out.”  In reality often management doesn’t really know who needs the new skills and knowledge.

What You Can Do

• Base training and participation decisions on skills needed to be effective in the workplace.

The Lone Ranger Situation
Often people are sent to training as a perk, a reward, or as a way to get them in a new surrounding for awhile.  In most cases, people in a team or work group may never all see the same training, except for the “Course du Jour” or “One-Size-Fits-All” variety.  Some times people need specific skills to perform a specific part of their work.  Often though, the “perk” training workshops are for skills many people in the group could use (or maybe they’ll all be sent over-time; after all, everyone can’t be gone at once.)  The result?  People come back to work in a vacuum.  Not only are they not accountable (Reason Number One above), but no one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance.

What You Can Do

• Give an entire work group training in new information and skills at the same time.  (Whenever possible and appropriate.)
• Build training that is linked to the problems at work as well.
• Use real work in the training when possible.

The “Name That Tune” Game
This problem arises when, in the name of expediency or efficiency, training time is compacted.  Trainers are asked to “Name That Tune” (or complete the training) in shorter and shorter time blocks.  This show starts with “The Management Team only needs an overview”, and ends with training being designed to fit a time slot, as opposed to being designed to build specific skills.  The typical result of the “Name That Tune - shorten the session for my people Game”, is training that is little more that exposure to a topic area - not training which can transfer real skills, with real practice time in the classroom.

What You Can Do Marketing Infoproducts: Package Your Brain!
As long as you are providing a service, there will always be a ceiling on how much you can earn that is based on the number of hours you can work in a week. Even if you hire an assistant and/or raise your rates, you are only raising the ceiling a little higher. The way you can blast that ceiling sky-high is to package your brain into infoproducts and sell them online.You have a particular system and unique way of providing service to your clients. Package it into an information product that will show people step-by-step exactly how you do it. The incredible advantage to this is that you can teach people all over the globe, day and night, every day of the week.With infoproducts, you don’t have any limit on the number of information products you sell. While your service will always be limited by the amount of time you have to give face to face, your information product can teach countless numbers of people.Another advantage of packaging your brain into infoproducts is that you can develop your brain into more than one product. Your packaged brain can be sold on your website and at your public speaking events as CD sets, e-books, paper versions, recorded online seminars, DVDs, and so on. Because you will be developing a loyal client base who wants to learn mce.

What You Can Do

• Give people a clear message before participating in training what the expectations of them will be when they return.
• Plan some time with the participant both before and after the training session.
• Let them know before they attend, that an action plan is expected as a result of the training session.  (Then be interested in the outcome.)
• Ask them how you can help them reach their new performance goals.  All of these actions will make accountability clear.
• Give an entire work group training in new information and skills at the same time. (Whenever possible and appropriate.)
• Use real work in the training when possible.

The Sleepwear Syndrome - “One-Size-Fits-All”
Often times a T-shirt or sleepwear is designed to be “one size-fits-all” and serves its purpose.  Training isn’t sleepwear and probably won’t be effective that way.  Look at it this way: though all the teen-age kids might wear one size of sweatshirt to school, would people wear the same size suit or skirt to work?  If they did, would they look as good or perform well?  In other words, one-size-fits-all garments aren’t all that versatile for different situations.  The basic goal of clothing - to cover our body and provide warmth - would be achieved, but many other reasons why we wear clothing would not be satisfied.  The same is true for training in the workplace.  Too often, generic, across-the-board training is administered.  The basic premise with this syndrome is that “We’ll give it to everyone - to be fair - maybe everyone doesn't need this information or lack the skills, but at least we will make sure we don’t leave anyone out.”  In reality often management doesn’t really know who needs the new skills and knowledge.

What You Can Do

• Base training and participation decisions on skills needed to be effective in the workplace.

The Lone Ranger Situation
Often people are sent to training as a perk, a reward, or as a way to get them in a new surrounding for awhile.  In most cases, people in a team or work group may never all see the same training, except for the “Course du Jour” or “One-Size-Fits-All” variety.  Some times people need specific skills to perform a specific part of their work.  Often though, the “perk” training workshops are for skills many people in the group could use (or maybe they’ll all be sent over-time; after all, everyone can’t be gone at once.)  The result?  People come back to work in a vacuum.  Not only are they not accountable (Reason Number One above), but no one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance.

What You Can Do

• Give an entire work group training in new information and skills at the same time.  (Whenever possible and appropriate.)
• Build training that is linked to the problems at work as well.
• Use real work in the training when possible.

The “Name That Tune” Game
This problem arises when, in the name of expediency or efficiency, training time is compacted.  Trainers are asked to “Name That Tune” (or complete the training) in shorter and shorter time blocks.  This show starts with “The Management Team only needs an overview”, and ends with training being designed to fit a time slot, as opposed to being designed to build specific skills.  The typical result of the “Name That Tune - shorten the session for my people Game”, is training that is little more that exposure to a topic area - not training which can transfer real skills, with real practice time in the classroom.

What You Can Do Tips for Children's Retail Stores
The market for kid’s products has skyrocketed in the last 20 years. The baby boomer generation, with a higher average income, and their wealthier children will pay higher prices for their children. When you consider the grandparents and other relatives on top of that, you will see that a very healthy group of consumers waits to compensate the serious retail entrepreneur. Conditions are better than ever in selling merchandise for babies and children, so naturally a plethora of specialty stores have come to existence that are either devoted to juvenile merchandise or have a section of their store for such products.Unfortunately, many retailers do not profit accordingly because they fail to merchandise correctly. The major retail chains have a strong hold on this market, so it is important to know how to compete. The concentration of these major stores is focused on lower-end products, so sellers with a smaller store will need to offer something different. You cannot compete with the big names in low-end merchandise because they can always undercut your price. The safest inventories to carry are medium to high-end products. Keeping the inventory small but high in quality is the best-case scenario. You will be surprised at how customers are willing to pay more for be effective in the workplace.

The Lone Ranger Situation
Often people are sent to training as a perk, a reward, or as a way to get them in a new surrounding for awhile.  In most cases, people in a team or work group may never all see the same training, except for the “Course du Jour” or “One-Size-Fits-All” variety.  Some times people need specific skills to perform a specific part of their work.  Often though, the “perk” training workshops are for skills many people in the group could use (or maybe they’ll all be sent over-time; after all, everyone can’t be gone at once.)  The result?  People come back to work in a vacuum.  Not only are they not accountable (Reason Number One above), but no one they work with has the same new skills and knowledge that they do. Without support, as a Lone Ranger, the new ideas they bring back may not get implemented due to peer resistance or ignorance.

What You Can Do

• Give an entire work group training in new information and skills at the same time.  (Whenever possible and appropriate.)
• Build training that is linked to the problems at work as well.
• Use real work in the training when possible.

The “Name That Tune” Game
This problem arises when, in the name of expediency or efficiency, training time is compacted.  Trainers are asked to “Name That Tune” (or complete the training) in shorter and shorter time blocks.  This show starts with “The Management Team only needs an overview”, and ends with training being designed to fit a time slot, as opposed to being designed to build specific skills.  The typical result of the “Name That Tune - shorten the session for my people Game”, is training that is little more that exposure to a topic area - not training which can transfer real skills, with real practice time in the classroom.

What You Can Do

• Give the training staff some muscle - let them be strong advocates for training that is skill based, and not just meant to fill the ever-shortening time slot.
• Determine clear performance outcomes for the effort up front.

Final Thoughts
Training can be expensive, often time consuming, and disappointing - both to the individuals and to the organization.  Training and learning is also vitally important to the success of organizations.  These Seven Reasons are often why training is so disappointing and time consuming.  Taking the actions listed will help reduce the cost, lower the frustration and disappointment and drastically increase the effectiveness of the training in your organization.

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