Know Can Do - The gap between what we know and what we do
Training and development of key people is the single greatest determinant of superior performance in organisations today. Not patents, business models, IT systems, products or working a 70 hour week. The difference is in the people, their attitudes, behaviours and motivation – what they actually do. The rest is inanimate “stuff”.
Most organisations seem to believe this. The UK market for training and development is estimated to be worth a new high of £8 billion in 2008 and is growing at greater than GDP. Over my twenty years experience in the chemistry-using industries I have received a vast array of training, coaching and mentoring. Most has been of a very high quality in that it increased my “knowledge” of what it is to be a better manager and leader. Over the last ten years I have bought a lot of training and development for my teams. Again, it has all been very good stuff – but how much of it is still being used a week later? A month later?
The fact is that what is taught is seldom practiced or used. People today know more about management and leadership than ever before, but practical and enduring implementation remains extremely elusive. Why is this?
There are three levels of change required to move from knowing to doing.
Firstly, there’s the knowledge level. This is the easiest and least time consuming part. Simply read a new book, watch a new video, or attend a new course. It’s fun and easy. So we do it again and again. But struggling to use this knowledge is not so much fun. As a consequence we get information overload. We do a lot of things poorly, rather than a few things well. We don’t need the newest management concepts, we need to use what is tried and tested. We need to focus on less and repeat it, again and again, until we have the new attitudes and behaviours required to be more successful.
Secondly, attitude is key. An attitude is an emotionally charged bit of knowledge. It’s when you feel strongly in a positive or negative way towards something that you know. But attitudes are tougher to change than knowledge. But they can be changed, in the same way that they were formed in the first place. When we hear something, our first response should be “How can I use this?” or “What will I gain if I learn it?” We have to stay positive as we are learning. If we don’t, our “yes, but...” attitude will stifle everything that comes our way.
The third element in moving from knowing to doing is lack of follow-up. We need a really concerted follow-up effort. Most people have not developed such a strategy. To get the results we want, to put our know-how into action, we need a follow-up plan that provides structure, support and accountability. In this way, our efforts to turn knowledge into doing can be honed in a positive and supporting environment.
In summary, effective performance improvement through training is about a lot more than teaching. This is the easy and fun part. Only when the knowledge gained from teaching is coupled with a positive attitude and structured follow-up, can it be turned into new and enduring work habits that will lead to greater success. Know Can Do!
Mark
Nugent
LMI-UK Director | North West
Mark Nugent spent 20 years in ICI, Zeneca, Avecia and Excelsyn before joining Leadership Management International in 2007. For over 40 years, LMI has been helping managers and leaders to be more successful by turning ”know” into “do”.
Contact Mark by calling 0800 599 9744 or 07961 930539 or send an email to m.nugent@lmi-uk.com
Region: National
Date: 13/6/2008