"Resistance is experienced as fear; the degree of fear equates to the strength of Resistance. Therefore the more fear we feel about a specific enterprise, the more certain we can be that that enterprise is important to us and to the growth of our soul. That's why we feel so much Resistance. If it meant nothing to us, there'd be no Resistance.” - Steven Pressfield, The War of Art: Break Through the Blocks & Win Your Inner Creative Battles
If you don't have a quick elevator-speech that describes what you do concisely, you don't know what you do. The word training is wrong for many reasons: it's an event vs. a process, a solution not the problem, a Band-Aid instead of treatment. Over the years, people have coined terms like performance consulting, accelerated learning, human performance technology, learning and development (L&D) and others. When someone asks you what you do and you reply with one of these words, they'll stare at you blankly until you mutter "I do training." Big problem - doing training isn't what our customers and organizations need. They need their people to be more effective, to do more with less and to focus on the right things that drive business strategy. The dirty unspoken secret is that training is clearly not enough to fill these requests.
Check out this definition of train•ing:
/?tr?niNG/ noun the action of teaching a person or animal a particular skill or type of behavior.
Other than realizing that we train animals, it doesn't sound too bad except for this critical question - once we teach the skill or behavior, what happens? Will they ever use it for an important organizational purpose? Resistance says that's not our problem. I say it is.
If you don't have a quick elevator-speech that describes what you do concisely, you don't know what you do. The word training is wrong for many reasons: it's an event vs. a process, a solution not the problem, a Band-Aid instead of treatment. Over the years, people have coined terms like performance consulting, accelerated learning, human performance technology, learning and development (L&D) and others. When someone asks you what you do and you reply with one of these words, they'll stare at you blankly until you mutter "I do training." Big problem - doing training isn't what our customers and organizations need. They need their people to be more effective, to do more with less and to focus on the right things that drive business strategy. The dirty unspoken secret is that training is clearly not enough to fill these requests.
Check out this definition of train•ing:
/?tr?niNG/ noun the action of teaching a person or animal a particular skill or type of behavior.
Other than realizing that we train animals, it doesn't sound too bad except for this critical question - once we teach the skill or behavior, what happens? Will they ever use it for an important organizational purpose? Resistance says that's not our problem. I say it is.
RSS Feed
