{"id":10923,"date":"2017-09-07T19:48:22","date_gmt":"2017-09-08T00:48:22","guid":{"rendered":"https:\/\/trainingmag.com\/deliver-results-not-just-training\/"},"modified":"2017-09-07T19:48:22","modified_gmt":"2017-09-08T00:48:22","slug":"deliver-results-not-just-training","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/deliver-results-not-just-training\/","title":{"rendered":"Deliver Results, Not Just Training"},"content":{"rendered":"

Lack of support has killed more than its share of promising training programs\u2014and sent many disenchanted trainers in search of new careers. We all probably could complain eloquently about this problem, but if we want strong support for training, we have to earn it.<\/p>\n

One way to do that is to run the Training function as a true business. Like any department in a company, Training has clients who first and foremost want results. In their minds, training is only a means to an end, even if they don\u2019t clearly express that sentiment\u2014even if they come to us demanding programs we know won\u2019t solve their real problems.<\/p>\n

S.W.O.T. IMPLICATIONS<\/strong><\/p>\n

The most important aspect of running Training as a business is understanding the needs and focus of the company\u2019s customer base, and the strategies the organization is using to address those customers. What are the organization\u2019s problem areas and its strengths? Where do the biggest business opportunities lie? Searching for answers to these questions can help trainers be proactive rather than reactive in meeting customer needs, and help to design training in harmony with the company\u2019s current industry mindset.<\/p>\n

Trainers also need to see themselves as results producers first and deliverers of training second. We solve performance problems. We close the gap between what is and what ought to be. Training is the vehicle, not the destination.<\/p>\n

Finally, trainers should take time to formulate their own strategies. What products and services can you offer that ultimately will help the organization\u2019s customers meet their needs and capitalize on opportunities? Determine just who Training\u2019s customers are and how Training is positioned with them. What kind of feedback can you provide all the beneficiaries of your training\u2014the senders, sendees, and payers\u2014so they realize the results you\u2019re attempting to deliver? What competitive advantages do you have over any other provider of training, and how can you demonstrate those advantages so they\u2019re viewed as benefits in your customer\u2019s eyes?<\/p>\n

Consider the implications of S.W.O.T. as you work to position your business with clients: the organization\u2019s Strengths, Weaknesses, Opportunities (where expansion has high probability), and Threats (areas where growth and existing business are in jeopardy). Threats and opportunities present the best areas for trainers to improve their clout in an organization by proactively designing solutions that address those needs.<\/p>\n

By educating yourself about your company\u2019s current competitive position, getting closer to the customers of the organization and clients of Training, and designing training with that new knowledge in hand, you can expect stronger organizational support for Training will follow close behind.<\/p>\n

QUESTIONS TO ASK<\/strong><\/p>\n

Here are questions I\u2019ve coached my clients to use any time they\u2019re asked for training:<\/p>\n