Why doesn’t your Employee Development Program work?
Do you have:
- Out-spoken staff with good ideas who alienate others?
- Staff who don’t speak up because they want to avoid conflict?
- Hastily-sent, sharply-worded emails that leave those on the receiving end seething?
- People with differing styles who can’t see eye-to-eye?
Of course you do! Every workplace has these situations and they waste time, stress staff, and cost productivity. What are you doing about it? And will what you’re doing last? Make your Employee Development Program work for your employees and you. Once you feel you have achieved a development plan that can allow employees to look past these issues, you may want to initiate team building activities such as this Great Room Escape to allow employees to gain some personal time with each other outside of work, this could also lead to employees to get along better, allowing your company and workforce to become more efficient.
Consider your car. You wash and wax it so that the exterior is shiny and glossy. It looks great from the outside, but the carburetor doesn’t work. If the carburetor doesn’t work, neither does the car. The only way forward is to get under the hood and fix the real problem.
Your Employee Development Program is the same. You realize there are performance, communication, and/or management issues. You bring in a trainer or a consultant to address the problem, and for a short time, the situation is better. Soon, however, everyone slips back into the same old patterns. A one-time intervention that addresses only the surface issues is like washing and waxing your car. It looks good in the short term but doesn’t get at the root cause. To do that, you must get under the hood, understand “what’s really going on,” and develop skills to manage the behaviors. And, like your car, you need a maintenance program that regularly monitors the old and new behaviors.
Most staff development programs deal with surface behaviors and don’t develop an understanding of the “real” issue. These programs feel good initially, but they don’t result in lasting change. In my experience working in and with organizations, lasting change requires these three criteria:
- Top leadership support.
- Get to the problem source.
- Provides support over time.
Leadership support. In my experience, there is no substitute for active support and engagement of top leadership. Lasting change requires a lasting commitment that extends past the initial enthusiasm. The tone at the top matters. If the leader is half-hearted about organizational advancement, so too will be the staff. A lukewarm response from leadership is worse than no response. Once leadership support fizzles, the staff are left thinking, “It’s just a bunch of words. They never meant it anyway.” This is the breeding ground for cynicism.
Get to the problem source. Too many professional development programs seek to address complex issues of personality and behavior with superficial approaches. The more meaningful and long-lasting strategy getting dirty under the hood. Using neuroscience and specific types of self-assessments, we help each staff member understand the science behind their behavior preferences. They have the opportunity to sort out why some people bug them, and others don’t. That understanding opens new, more productive choices and promotes deeper understanding between co-workers. The result is a better collaboration with more constructive and lasting behavior change.
Provide support over time. When it comes to professional development, one and done doesn’t cut it. The fact is, the human brain rarely retains and uses new information that it hears only once. Repetition and intentional application begin true behavior change. And I do mean…begin. It takes a concerted effort over time to create new behaviors. That’s why the leader needs to be in it for the long haul. That said, providing support over time doesn’t have to be time-consuming, expensive, or exhausting. You want a drumbeat of reminders for the staff. This can come through emails, video clips, webinars as well as repeated sessions for staff. Constant, relentless reminders embed new thought patterns and behaviors. These reminders over time may be the best money you spend because, without long-term support, you wasted your time and money on a one-and-done program.
If you want a professional development program for your staff that makes a difference and provides a solid return-on-investment, be prepared to provide leadership support, select a program that “gets under the hood,” and invest over time. The payoff will be meaningful behavior change, easier communication, and an ability to get the job done right the first time and in less time. Isn’t that worth it?