Get Workers To Retain What They're Taught
BY MOREY STETTNER
INVESTOR'S BUSINESS DAILY
To train employees to master a new skill, keep quiet. If you talk too much, they'll tune out.
"You want to get people talking 80% of the time so they're actively thinking about what they're learning," said Jeff Gee, co-author of "The Winner's Attitude." "If you launch into a 55-slide presentation, their minds will shut down."
In his 35 years as a corporate trainer, Gee has found that the first five minutes set the tone for what follows. He begins by posing a question to the group such as, "What would you give if you could double your sales production without extra effort?" or "How would it affect your life if you could transform even the toughest customers into delighted fans?"
"Once I get people excited and see them wagging their heads up and down saying 'Yes!', I tell them that's what they will accomplish in our session," Gee said.
He then lists the goals of the program and gives an overview. The group thus knows from the outset what will happen and why.
To spur involvement, summarize key learning points and then let participants practice or demonstrate the skills you'd like them to develop. People learn by doing, not by listening to a lecture.
Pay special attention to trainees who remain silent and repeatedly refuse to volunteer. Ask them questions to ensure they're engaged.
"Out of 20 people, five or six will typically keep quiet," Gee said. "I'll walk up to them and ask, 'What do you think?' or 'How would you handle that?' while making eye contact with them the whole time."
Gee also expresses his faith in them. He'll say, "You've been quiet, but I know you have great ideas to share." He advises trainers to assume the best about even the most silent, inexpressive attendees, rather than try to put them on the spot and expose their lack of attentiveness.
Your team's ability to retain what you teach them depends on your style of delivery and on the way you package information. If you need to convey lots of technical data, break it down into simple chunks, Gee says.
To teach a complex process, create a numbered list of simple to-do items. Or use a catchy acronym to help participants remember a sequence of steps.
Don't dim the lights when showing slides. This puts people to sleep. "I've never had a problem showing slides with the lights on," Gee said.
End the session by going around the room and asking employees to identify something specific they learned.
Set a ground rule that each respondent must give a different answer. Taken as a whole, their comments can serve as a good summary of what you covered. |
