Career coaching turns training into success

on BLOG, Career Coaching, Coaching, success 28 giu, 2012

Il career coaching ed il coaching e la cultura del successo

It is known that traditional training gives very modest effects on trainee’s performances already in the short term. After just a few weeks, new notions are completely set aside, performances and behaviours go back to old ones.

Some have tried to interpret this by giving responsibility to the force of habit and to the companies’ homeostasis, which actually discourage the use of new instruments or external expertise. Some have developed learning process theories, others have charged that lack of success of the traditional training methods to their low level of interactivity: often in the past, training was in reality a barrage of slides, with the teacher giving his back to the audience.

The proverb says, "who listens forgets, who sees remembers, who does learns" and therefore, over time, training was enriched with simulations, exercises, role play, games. However, this restyling – that of course made the lessons more enjoyable – didn’t produce the expected success, that is: a lasting change an improvement of performances.

But recent studies have really revolutionized everything. It has been shown that, regardless of the training content and method, if (1) the work environment is based on the philosophy of coaching and if (2) the training is followed by a coaching path, this "learning decay" doesn’t happen. On the contrary, a significant increase of individual and corporate performances are visible not only in the medium term but also long-term.

What occurs in a traditional or rétro company is that the management tries to convince the employee that the training course is a benefit and that she must draw motivation and pride from it because she was chosen to participate... But, in the same time, the resource understands that, if she really wants to implement the changes, she will not receive any support from the company management. This is not a caricature, but that's what usually happens; this also explains why, in times of crisis, training is the first expense to be cut: it is considered avoidable. So, in the reality, the employee takes what he can from his training course, but, once back at work, will not even try to change his behaviours or techniques.

On the contrary, if the company offers his employees a genuine opportunity to express themselves and their own creativity, if it is managed by leaders who act as role models and diffuse energy, commitment and alignment, if the climate is characterized by trust, integrity, fairness, openness and by an atmosphere of success, then the change is possible, the employee is intimately aware of it and will dare to challenge the status quo. So, if the company embraces the coaching as “mental and entrepreneurial approach”, the success arrives.

Using a metaphor, we can say that in an arid soil nothing grows. Whereas, if the soil is good and well lit, any seed will lead to the development of new skills, new results and higher self-confidence and self-esteem.

And the coaching – I hope it is needless to add – has as its key objective the creation of this winning context.

How your company is? Old style or based on coaching?

What’s your personal experience about training?

If you dared, what will you firstly do?

 

 

 

 

 

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