Training a Top Performer
by Neil I. Clark
Different Emphasis
Is there any difference in the way you train a top performer, compared
with less effective employees?
Yes, indeed there is. And this applies to existing, as well as to
new employees, of course. So let us examine some of these differences.
Performer Defined
Firstly, to be absolutely sure of what we are talking about, let’s
define a "performer":-
A performer is an individual who consistently achieves results.
They know what the end results are, and always measure their performance
and progress towards achieving those results in order to correct
and improve.
Suppose the stated purpose of the job is to ensure rapid delivery
of goods to customers from a warehouse facility. The top performer
will:-
- Keep the purpose of the operation firmly in mind. They will know
what they are trying to accomplish.
- Apply the knowledge and experience they have to overcome the
problems & barriers
which hinder this purpose.
- Measure their results, month to month. For example, they may
tell you that last year it took 2.6 working days to deliver from
the warehouse,
whereas now it only takes 1.3. And they would tell you that with
some degree of pride.
The non-performer, on the other hand, will:-
- Lose sight of the purpose (or not even see it in the first place).
- Get mired down in the problems and barriers.
- Become quite defensive about their performance when tackled on
the subject.
- Be unable to tell you how long it takes to deliver products to
customers, because non-performers rarely know the statistical measure
of their
job.
There is a vast difference in operating basis between a top performer
and a non-performer. And this means you must approach the training
of such people quite differently.
Training a Performer
There is a delicate balance one needs to be aware of when training
a top performer. That balance is to do with how much and what type
of information you feed them.
If they don’t get the vital information they need in order
to perform the job, they will not start to operate. They can even
be very demanding when this happens.
If you don’t let them go when they consider they have enough
data and are ready to "solo", you will only get in their
way.
Vital Information
Remember that the top performer always has the results in his or
her sights. They know where they are trying to go. But if there is
data missing which is vital to achieving those results, they will
do whatever is necessary to get their hands on that needed information.
The non-performer will just sit back and wait, not realising how
important the missing data is to the overall achievement. Either
that, or they will attempt to start operating with insufficient knowledge
and consequently make a mess of it.
So, in training, make sure that the top performer has access to
all the data necessary to performing their job. You have to assume
the viewpoint of someone who is only interested in getting results
in their new area. Then, ask yourself this question: "What data
is vital to achieving those results?". That’s what you
need to give them.
By contrast, when training a not-so-top performer, you have to do
much more preparatory work. You have to direct that person’s
attention to the purpose of the job and the results they are supposed
to be achieving. You have to do some of
the thinking for them. The
top performer picks these things up much faster.
Don't Get in the Way
There is a lot to be said for the old adage; "Why keep a dog
and bark yourself".
In training the top performer, they will reach a point where they
have enough knowledge and understanding to operate with, and that’s the point at which you should back off. They may not know it all
yet, but they have enough to begin operating. And you should let
them go for it. If you try to stay on the line and continue "training" them,
beyond the point where they are ready to give it a go, you will stifle
them.
Mistakes
Will the top performer make mistakes? Of course they will, but there
is an interesting point here.
Mistakes and errors are a learning experience for the top performer.
Effective people do actually learn from their mistakes. They are
results-oriented, so keep their eye on the target. Therefore, they
want to know why they miss, when
they do. Only in that way can they get the bright ideas that will
correct their operation and improve
the results. You could even say that, for a top performer, mistakes
and errors are actually therapeutic!
Mistakes for a non-performer, however, can be quite a different
story. The non-performer does not have a clear idea of the end results
they are supposed to be producing. It is therefore hard
for them to learn by their mistakes. They are just as likely to make the same
mistake over and over again.
When to Let Go
The top performer should be given enough data to begin operating,
and then allowed to get on with it. Further training and information
may be required as they progress, of course. But you should not try
to give it all to them in one long and intensive education exercise
before they even start.
Let them have a go. Let them make the odd mistake — they will
learn from them and enhance the results they are able to achieve.
Their value to your operation will, in turn, be increased.
Summary
So, in summary, the key points in training a top performer are:-
- Give them the data they need, making sure this includes all of
the results-critical information.
- When they feel they are ready to start, get out of the way so
they can perform.
- Allow them to make mistakes early in the job, as these will lead
to effective correction.
The biggest error one can make in training a top performer is, in
fact, to not let them get on with it when they are ready. Once you
have a top performer, be sure you train them properly.
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