Make Sure Cross-Training Sticks

Posted on by Scott

checklistLet’s face it, a lot of cross-training just doesn’t stick. Despite your best efforts to provide an employee with adequate training, they just can’t seem to grasp what they need to do and when. People wind back up in the same class time after time, but forward progress is agonizingly slow.

Before we go any further, I think it’s important to point out the difference between training and coaching. Many people confuse the two, but to me there’s a huge difference. Understanding how they are distinct is key to what we’re trying to accomplish.

Training focuses on relaying information. There’s data that needs to be transferred; a base of understanding that needs to be built. This is often accomplished through classroom instruction, online courses, webinars, or even using emails and articles like this one.

The goal with training is, obviously, to increase a person’s knowledge about the given subject. We want to make sure the brain understands the what, when, why, and how. Training focuses on presenting information in a way that’s easily retained.

Often, we use some kind of assessment to gauge how much of this knowledge a person has absorbed. A product of the month quiz, for example, helps you see how much information about a product you have retained. This is the standard model used in schools and universities to gauge the level of knowledge a person has acquired regarding any particular topic.

Coaching, on the other hand, focuses on turning knowledge into action. After all, information isn’t any good if you can’t actually use it. Coaching is the process of turning information into observable steps that can be replicated. The knowledge has to travel from the brain into practical application.

The goal with coaching then, is a change in behavior. The result of coaching should be the observable implementation of what’s been learned. Since I can’t look inside your mind to see what you know, I have to rely on what I can see – the way you perform – to ascertain whether or not the knowledge that’s been shared is having an impact.

Therefore, the measure of success when it comes to coaching is the successful achievement of a goal. The change in behavior should lead to the attainment of desired performance outcomes. That means I have to have something to measure against. There has to be a benchmark of some kind.

Cross-training requires both of these components. You can’t have someone attend a webinar and say they’ve been cross-trained. You can’t just show someone the mechanics and assume they understand why they’re doing what they’re doing. Effective cross-training happens when the learner can successfully demonstrate the desired skill under the appropriate circumstances, and understands why it’s important to do so.

This all means that cross-training is a process. For it to work, cross-training has to be carefully planned and methodically conducted. Here are some quick tips to help make sure your next cross-training effort goes smoothly.

  1. Identify the key steps that need to be learned. Zero in on the four or five actionable parts of the process to be learned and write them down. Spell them out in basic terms. Describe the action to be taken, point out why it’s important, then explain the specific steps.
  2. Assign the best possible teacher. Pick out a member of the team that’s an expert and ask them to coach the new kid. Pick a top performer – someone who gets it right. Don’t leave cross-training to someone whose own performance is sketchy.
  3. Put the learner in charge. Provide the person learning a new skill with a checklist of your key steps. Give them questions to answer and problems to solve. Cross-training should end when the learner feels they’ve accomplished their goal, not when the teacher decides to stop.
  4. Provide some structure. Make sure both the teacher and the learner understand the rules of the game. Give them both a copy of the skills to be shared. Walk through particulars regarding when the cross-training is to take place. Explain what success looks like.
  5. Ask for proof. Ultimately, you have to witness the new skill in action for cross-training to have successfully taken place. Ask the learner to complete the steps in your presence. Have them explain to you what they are doing and why.

Developing the team is a key aspect of leadership. The care and attention you provide to the growth of your crew speaks to your level of commitment to their success. Don’t leave this one to chance, and they won’t leave you hanging.

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Where to Find Time for Cross-Training

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clock-95330_640Last week, I shared some of the most common reasons well-intentioned managers aren’t able to make cross-training happen. Toward the end of that article, I suggested that, instead of shutting the business down in order to schedule this one-on-one time, it’s better to take advantage of naturally occurring opportunities to cross-train. Use the bits and pieces of time that pop up to help your staff acquire new skills.

For instance, even the busiest location or department encounters periods of down-time. When there’s a lull in customer traffic, or a break between projects, this is a good time to engage in some cross-training. There’s a saying in the restaurant business: “If there’s time to lean, there’s time to clean.” I’m not saying that people don’t deserve a rest, or that every second needs to be devoted to a specific agenda. But if you find yourself needing to cross-train someone on the team, take advantage of the opportunity when it’s presented. You may get interrupted, but that’s ok. Just pick back up when the next opening comes along.

Another useful place for some cross-training is during your team meetings. If you already have time set aside for team discussion, focus one of your agenda items on a skill that needs to be shared. Have the resident expert lead a mini class. It might take several meetings to get through, but there’s some dedicated time you can use to grow the team.

Team-ups is essentially a mentoring relationship. Take someone who needs to learn a skill and pair them with someone who’s an expert. Set a time frame, provide the necessary resources, and communicate your expectation that a successful team-up results in the newbie demonstrating a mastery of the new skill.

Finally, look for drive-by training opportunities. These are spur-of-the-moment chances to share knowledge and skill. I’m reminded of an old friend of mine named Daniel. He and I were both team leaders in the same company and had to generate a number of sales reports each month. Neither of us had any formal education with Microsoft Excel, so most of our knowledge came from trial and error. But as we looked for new ways to slice and dice the data, we developed a habit of sharing things with each other. I’d walk by and see Daniel working on a spreadsheet and ask him to show me what he was doing. Sometimes I’d discover a handy formula and would call him over to see it in action.

Train your team to share with each other like this “in the moment.” Create a culture where people naturally involve others as they work on projects so that skills spread around. Foster an environment where people ask each other “How did you do that?” because they know their teammate will respond by teaching them. When you do that, you create a coaching culture.

We tend to think of training in terms of specific events. A skill is introduced and explained, beginning to end, all in the same session. But mastering a skill doesn’t work that way. It takes practice, over time and ideally with an appropriate level of oversight to ensure success. Rethink your approach to developing the members of your team. Train yourself to see cross-training as a routine part of the job rather than a one-time event.

How do you approach cross-training with your team? I’d love to learn about any practices you’ve found particularly useful.

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Try a Little Exercise at Work

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gymer-1126999_640Long ago, elite athletes determined that by augmenting their normal training regimen with activities pulled from other sports, they could improve performance in their own. Focusing on a limited set of movements and skills left them vulnerable to injury when something unexpected came along. By spending a portion of their workouts engaged in other sports, an athlete improves their overall strength and conditioning, providing a firmer foundation upon which to perform.

This is called cross-training. While it’s become standard practice in sports, it’s not quite as common in the business world. Too often, employees are pigeon-holed into silos of responsibility. In addition to leaving the team vulnerable to events like absences, revised deadlines, or surges in customer traffic, it leaves individual workers at a disadvantage. That’s because, like an athlete, we can improve performance in our core duties by engaging in a bit of cross-training. Cross-training flexes the mind just like it does any other muscle.

Cross-training provides variety. When we do the same things repeatedly, the brain starts to develop neural pathways that make it easier for us to get the job done. Actions become automatic and we do thing without even thinking about them. This muscle-memory can be useful. I don’t have to think about putting my seatbelt on each time I get in the car – it just happens. But when work becomes routine, our minds begin to wander. We disengage. We get bored.

When we tackle a different kind of work, we’re exposed to a different set of circumstances. We have new variables to consider and new decisions to make. Our brains start firing in new ways and we are forced to think, and act, in ways we otherwise wouldn’t have. Work becomes challenging and interesting. Cross-training keeps us from becoming bored.

Cross-training provides insight. Encased in the bubble of sameness presented by our siloed work environments, it’s hard to see the bigger picture. Our actions have ripple effects that we can’t see because our focus is so narrow. There are others working hard to solve problems we could help solve if we’d only look outside the bubble.

When we engage in work typically done by others, we start to connect the dots between our job and theirs. We begin to see relationships that expand our understanding of the organization’s mission. We learn to appreciate the struggles others face and the value they provide. We begin to understand the meaning of the word “team.” Cross-training keeps us from becoming isolated.

Cross-training provides perspective. When we do the same job day after day, we develop systems that become habits. Like a trail in the woods, a rut starts to form. Before long, the ruts become so deep that we adopt the edges as the boundaries of our ability. We can’t see any other way to get the job done because we’ve gotten comfortable living in the rut.

When we take on a new task, it’s like blazing a new trail. We see things differently because we must. There’s no established rut to follow. We’re free to ask questions and explore new ways of thinking. As we learn the what, why, and how of a new task, we start to question the boundaries of our own responsibilities. We start to see the ruts we’ve created from the outside. This new view helps us identify new and better ways of performing our own job. Cross-training keeps us from becoming short-sighted.

Cross-training has numerous benefits for the team. The flexibility of having multiple people capable of performing any given task is obvious. However, the greatest benefit may to the individual who steps up to try something new.

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How to Dig Yourself Out of a Hole

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cave-555727_640According to a study released last summer, eight percent of patients treated in an emergency room wind up back in the ER within three days. Within 30 days of an ER visit, a full 20% of patients will have returned. To make matters worse, nearly 30% of those revisits resulted in the patient being admitted to the hospital. Their condition had gotten worse.

Researchers, who studied 53 million emergency room cases over a four-year period, say the most common reason for a second trip is a lack of follow-up. In some cases, patients dropped the ball with regard to their at-home care. In others, ER physicians failed to communicate properly – some primary care doctors were never notified that their patients had made an emergency visit. In others, important data, such as lab results and x-rays – information that could materially impact a patient’s treatment plan – was lost.

If there’s ever a need for a solid follow-up plan, it’s in the days following an emergency. While follow-up is obviously a critical component of on-going health-care, you’d think that following an episode involving a trip to the ER, attention to detail would spike. When things look most dire, everyone involved needs to be on high-alert.

The same can be said for the health of your business. Follow-up should be consistent and effective, especially when the team is facing an emergency situation. Sales are down, customers are irate, employees are disengaged, expenses are out of control; all should raise an alarm and command focus. Too often though, managers respond to a crisis by drafting a plan that’s quickly ignored. It’s as if simply identifying and communicating a course of action will solve the problem. But without action, plans are worthless. And without proper follow-up, action is temporary.[Tweet “Without action, plans are worthless. Without follow-up, action is temporary.”]

When you find your team in crisis mode, don’t let a lack of follow-up sabotage your recovery. Use these steps to keep everyone focused and in the game until the emergency is over.

COMMUNICATE

  • Make sure the whole team understands what is going on, why the situation is critical, and what the recovery plan is.
  • Don’t count on a single email to get your message across. Visit with each individual on the team to ensure they understand their role, especially if it differs from the norm during the recovery period.
  • Continue to share information about team and individual performance, using metrics specific to the task at hand.

ACT

  • Take obvious and deliberate steps yourself – as the leader – the show your commitment to the cause. Be an example the team cannot miss.
  • Eliminate extraneous tasks where necessary. Postpone or reprioritize to ensure focus is on the goal of recovery.
  • Hold people accountable for their specific part of the plan. Recognize effort and provide extra support where needed.

LEARN

  • Once the crisis has passed, gather the team for a discussion of the situation. Make sure everyone has an opportunity to share their perspective.
  • Identify triggers or early warning signs that were missed. Tweak your standard operating plan to incorporate early adjustments based on these signals to avoid a crisis recurrence.
  • Make note of particular skills your team needs to shore up with additional training and coaching.

Emergency situations are never fun, but they can be valuable experiences. Handled properly, a crisis can bring people together and better prepare the business for the days ahead. As the leader, make sure you follow-up appropriately to ensure a solid recovery and a stronger team.

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Circle Up! Lead From the Huddle

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Hands-In-e1448857238616Paul looked across the line of scrimmage at the other team. He glanced at the scoreboard and then at the stands; full of friends and family, all anxiously awaiting the next play. Then he scanned the faces of his teammates. Each one stared intently at Paul, eager to receive his instructions. It was 1892 and, as captain of the Gallaudet University football team, Paul Hubbard felt the weight of the world on his shoulders.

The two teams were fairly evenly matched. Defenses on both sides had had little difficulty in thwarting any big offensive moves. But that came as no surprise to Paul. It’s easy to anticipate your opponent’s next move when they spell it out for you. You see, Paul and his Gallaudet Bison teammates were all deaf; so were the players lined up across from them. Gallaudet and their rival school were both universities designed for the deaf and hard-of-hearing. Naturally, plays were relayed using American Sign Language. All you had to do was watch the quarterback’s hands, and you knew exactly what play he relayed to the rest of his team.

Paul suddenly realized that, unless he could devise a way to communicate with his team in a manner that prevented their rivals from seeing his signs, this would be a very long game. So he stepped back from the line and motioned his men to follow. Then he arranged them in a circle facing each other and relayed his instructions safe from prying eyes. In other words, he initiated the first football huddle.

Today, huddles are an expected part of any football game. In fact, just about every sport has adopted the huddle as way to bring the team together between plays. It’s a great way to share time-sensitive information, gain consensus, and boost motivation. Smart business teams also understand the value of the huddle. Teams that take advantage of opportunities to huddle routinely report increased productivity, camaraderie, and job satisfaction.

The thing I like most about the huddle is that it happens on the field – right in the midst of the game. When you’re in the middle of a huddle, its game time. There’s no time for practice. No time for debate. It’s all about execution. Once the huddle breaks, the game is on. That makes the huddle the most important meeting a team will ever have.

If you haven’t tried huddling with your team, maybe now is the time to give it a shot. Even if you currently utilize the huddle, you might want to check out Arina Vrable’s tips for running an effective team huddle. She provides some great ideas for incorporating this strategy into your daily routine.

  1. Keep it short. Shoot for no more than 15 minutes. You need to get out there and score some points.
  2. Keep it moving. This is not the time to make long-term plans. Focus on what’s needed to succeed today.
  3. Keep it going. Don’t let the practice die because it feels awkward at first. Like anything else, team huddles take some time to get right.

Leaders consistently ask me to help them with tips for motivating the team. I’m a long-time believer in the power of huddles to keep teams informed, focused, and accountable – all essential elements to motivation. Practiced consistently, a 15 minute huddle can dramatically impact the outcome of the day.

Committed teams look forward to the huddle. They see it as part of a game-winning strategy. And once the huddle breaks, every player knows exactly what they’re supposed to do in order to win. So what do you say, quarterback? Ready to win this game? OK then…circle up!

The Keys to Peak Performance

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basketball

The man on top of the mountain didn’t fall there. -Vince Lombardi

If you’ve never been a professional basketball fan, now is a good time to tune in. The Cleveland Cavaliers are locked in a tough battle with the Golden State Warriors for the NBA championship. The first two games went into overtime, a first for a finals series, and both teams are bringing their best in a bid for the title.

On display are two of the game’s elite players. The marquee player for the Warriors is Stephen Curry, the regular season MVP. The Cavaliers are led by Lebron James – arguably the best player on the planet. These two men bring their best game after game and, as a result, raise the level of play from their teammates.

Whether you’re talking about athletes, craftsmen, salespeople, or service providers; there are certain traits that set the best apart. I’m not talking about natural ability or physical characteristics. What puts top performers on the top is the way they approach the game.

Top performers constantly look to improve. The best of the best are never satisfied with their performance. They know there’s always something more they can do to get better. There’s always something else they can do to elevate their game. And knowing there’s something they can do to improve, they can’t sit still. They feel compelled to pursue the next level.

Top performers seek out feedback. There’s only so far you can improve on your own. Those who seek excellence understand that assistance is necessary for them to move on. So they reach out to the best resources they can find – their coach, other experts, more experienced players – and ask them for help. You don’t achieve elite status without inviting others to evaluate your performance. Assessment isn’t viewed as an inconvenience; it’s considered a necessity.

Top performers respond to constructive criticism. Superstars welcome criticism more than accolades. It’s not that they don’t appreciate praise and validation; but “atta-boys” alone don’t help you improve. To achieve greatness, you have to understand what’s keeping you from it. You need someone who will point out your weaknesses and then help you tackle them. The elite need to hear the bad news; but they need to hear it from someone who cares about their success. In the end, they stand on top; but they don’t stand alone.

As of this writing the Warriors have the advantage, having gone up three games to two in the best-of-seven series. Regardless of which team winds up on top, I’m enjoying the show. Seeing top performers do what they do best is always a treat.

The Music of Mastery

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guitar

My son Alex and I recently started taking guitar lessons. We’ve made attempts at it in the past; but online videos, DVDs, and instruction manuals just didn’t do the trick. We’ve only had two or three lessons to this point and we’re both excited about our progress. Even though we’re just at the beginning of this journey, I’ve already made a few observations that I believe apply to mastering any new skill.

Getting started is the hardest part. The first time you pick up a guitar, it feels awkward. Everything is new. You really have to think about where your fingers should go – and it hurts. In the beginning, your finger tips are sensitive. They aren’t used to the pressure it takes to properly play the notes. But with time, your fingers develop calluses. With regular practice, the movements that felt so foreign start becoming second nature. The thing is though, you have to fight through that initial phase. Mastery is the result of practicing until new becomes normal.

Focus on mastering the fundamentals. There are hundreds of different chords, strumming patterns, and combinations of each that one can play on the guitar. Looking at the volume of techniques that are possible is overwhelming. But most popular songs can be played with four to seven basic chords. It makes sense then to spend time practicing these basics before moving on to more complex skills. Use the 80/20 rule to your advantage. Mastery is the result of perfecting a few key behaviors.

Personal instruction trumps going it alone. Alex and I struggled during our attempts to learn guitar on our own. He didn’t have the discipline to stick to a regular practice schedule and I wasn’t sure if I was using the right technique. Now that we attend lessons with a personal instructor, things are different. We have someone who suggests a course of action, models proper technique, and holds us accountable for sticking to the plan. Mastery is the result of partnership with someone invested in your success.

Mastering a new skill set can be intimidating, frustrating, and exhausting. It can also be very rewarding. I don’t expect to be playing Carnegie Hall any time soon; but that’s ok. Strumming with my son around a campfire is more my style anyway.

What new skill would you like to master?

The Act of Leadership: What Do Leaders Do?

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leading

Your actions speak so loudly, I can not hear what you are saying. -Ralph Waldo Emerson

I’ve written recently about the things a leader sees and the things a leader says. But it’s hard to ascertain the true measure of a person by what catches their eye. And anyone can come up with a great quote or two. What makes great leaders stand out is the sum of their actions. In short, you know someone is a leader by what they do.

Here are a few of the observable traits of effective leaders.

1. Leaders decide the direction. We’re each faced with a thousand decisions each day. Some are more critical than others. But some decisions affect lives other than just our own. When it comes to making the big decisions – the ones that impact customers, coworkers, and the future of the organization, leaders don’t hesitate. They instinctively know what the right thing to do is and they do it. Leaders step up and make the right call.

2. Leaders act with intention. Leaders see the promise of the future, and they communicate that vision regularly. Leaders also visualize a clear path to that vision. So when a leader acts, you can be sure there’s a reason for it. There’s an agenda. It may not always be readily discernable, but it’s there. Watch a leader long enough and you’ll start to see the master plan take shape. Leaders plan their work and work the plan.

3. Leaders serve as an example. I have three kids. I try to remind myself that they are always watching me. They see everything I do – the decisions I make, the way I respond to circumstances beyond my control, and how I treat other people. They follow my example and emulate my actions. Knowing this, I try to make sure that my example is a good one. Leadership is a lot like parenting. Leaders act knowing that others are watching and learning from their example.

4. Leaders equip others for success. I’ve said many times that I believe the number one responsibility of a manager is to develop those they lead. Ultimately, the job of a leader is to produce other leaders. Because the impact of a great leader is not felt in their presence, but in their absence. So leaders actively seek out resources that will help their team grow stronger. They look for opportunities to delegate responsibility. And they celebrate when the leader in others is revealed. Leaders participate in the education and growth of those around them.

5. Leaders let others lead. No man is an island. And no leader has what it takes to succeed in every circumstance. Strong leaders understand their own limitations and are comfortable with taking a back seat from time to time. That’s because leaders don’t focus on their own egos. They focus on achieving the vision. When someone else is better equipped to take point, strong leaders respond by following. Leaders happily step aside and others lead where appropriate.

This list could go on. There is no end to the list of positive things that leaders do. One thing I know for certain though, is that leadership is not a passive activity. Leading requires action – in a very real sense, leading is action. How will you lead this week?

The Look of Leadership: What Do Leaders See?

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binoculars

One of the most common myths about leadership is that leaders are born; not made. While some people may be predisposed to leadership due to innate personality traits, we all have the capacity to lead. And like just about any other skill, leadership can be developed and mastered. It starts with a choice – a choice to actively engage in the activities found in effective leaders. To become a leader, you must do what leaders do.

For the next couple of weeks, I’ll share some of the traits exhibited by strong leaders. Today, I’ll start by exploring some of the things that leaders see. Here are five things that catch a leader’s eye.

1. A bright future. Leaders are optimists. They choose to believe the best days lie ahead for their business and the people they serve. This vision is so compelling that they are driven to make this possible future come to pass. They are drawn to, and seek out, others who share that vision. Ask a leader what the future holds and they’ll tell you “something good.”

2. A way forward. Focused on attaining the most desirable future possible, leaders are always seeking the path that will take them there. Faced with any number of decisions every day, they make choices that present them with the best chance of moving forward. Ask a leader why they made any particular choice and they’ll tell you it was the choice that moved things in the right direction.

3. Opportunity in adversity. Of course, things don’t always go as planned. Circumstances change – for any number of reasons. But setbacks don’t represent failure to the effective leader. They represent learning opportunities. They provide valuable lessons that help them prepare for even larger challenges down the road. And they often force a different way of looking at things. Problems can lead to new discoveries – discoveries that could only be made under adverse conditions. Ask a leader why they remain calm and focused during a crisis and they’ll tell you it’s because they’re focused on the upside.

4. Their own limitations. Leaders are confident in their own abilities; but are aware of the limits of those abilities. They don’t pretend to be perfect, or to have skills that they don’t. False bravado or pretention hold no value for the leader. In fact, they can prove disastrous. So leaders maintain a realistic vision of just what they bring to the table – and what they do not. Ask a leader to describe their strengths and weaknesses and they’ll tell you the truth.

5. Potential in others. Armed with a focus on the best possible future, and an understanding of their own strengths and weaknesses, leaders are always on the lookout for others who can help move things forward. They seek out others who possess skills that enhance the team and make the organization stronger. Often, leaders see potential in you before you see it yourself. Ask a leader why they push you out of your comfort zone and they’ll tell you it’s because you are more capable than you think.

There’s definitely something different about an effective leader. They look different. That’s because they see things differently.

Leading From the Back

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imageThis weekend I joined a group of Boy Scouts from Troop 157 for a mountain biking trip to beautiful Palo Duro Canyon. This is one of my favorite trips of the year and, thanks to all of the rain we’ve received in West Texas recently, the views were spectacular. I’ve also recently purchased a new bike and was eager to try it out on some of my favorite trails.

The group this year was small. It seems a perfect storm of robotics meets, band competitions, and other competing activities had culled out many of the troop’s more experienced riders. At 15, my son Alex was the oldest to set out on first morning ride. I found myself in charge of a young, mostly untested gang of riders.

So, as the leader, I took a position that would best help the group achieve a successful ride … I led from the back. That’s right, I let the scouts hit the trail and I followed behind them.

Many leaders assume their place is in the front – and there are often times when the one in charge has to be out front. But I find that in the majority of cases, teams work better when the leader lets the others go first. Here are some of the advantage to leading from the back.

  • Leading from the back allows others to experience leadership. I had Alex, as the most experienced rider, try his hand at being the lead rider. This gave him an opportunity to choose the trail and experience the thrills before anyone else. But it also gave him a taste of the responsibility leaders carry. He had to set a pace the group could match. He had to scout out obstacles and relay warnings to rest of the team. By taking a turn at the front, he got to grow his leadership skills.
  • Leading from the back allows you to coach the team. From the rear of our group, I was able to assess the skill level of each rider. This allowed me to make recommendations that improved their performance and helped them enjoy the ride. For some, it was changing the height of their seat post. For others, it was suggesting a different gear to use during an uphill climb. And for others, a little encouragement was needed to help them hop back on the bike after a fall. By leading form the back, I was able to observe, coach, and motivate – things I couldn’t have done from the front.
  • Leading from the back allows you to enjoy the team’s success. As the last rider in the pack, I got to witness a variety of achievements. Alex set a new personal best time to the end of the Lighthouse trail. Another scout, who’d failed to finish the ride last year, made it all the way to the end this time, grinning ear-to-ear at his improvement. And all along the trail, I was able to witness small victories – incredible moments I would have missed had I been the lead rider. Seeing the members of the team succeed felt better than finishing the trip myself.

Leading is a responsibility, not a privilege. By taking on the mantle of leadership, you agree to take on the challenge of developing the skills and abilities of others. You put your desire for personal gain to the side in order to achieve something greater for the team. It may seem counterintuitive, but a successful leader is always the one who puts others first. The man in front may get the best look at the scenery, but for a leader, the view from the back can’t be beat.