Matthew Richter posts daily comments in LinkedIn—well, almost daily. You can follow him and join the conversation by going to http://linkedin.com/in/matthew-richter-0738b84.
For the benefit of our readers, we decide to compile and reprint some of his provocative pieces from the past. Let us know what you think.
How Long?
Training duration is a logistic. It is not, nor should it be, a consideration when designing training until the required outcomes and activities are properly identified. Only then should you consider any temporal constraints. I know... I know... the client wants just a one-hour lunch-and-learn. Or, the client wants you to keep the workshop to half a day. I get it. But they are not instructional designers. They are executives who manage operations. Their agenda may be at cross-purposes to yours. If a doctor prescribes an antibiotic, the patient never says he will only take one pill and not complete the full regimen. But we are constantly negotiating time with our clients. This means they do not see the results that a good, well-designed program offers them. Otherwise, no argument. So, know what time you need based on a coherent design. Sell it back to the client demonstrating the added value from a learning perspective. Don’t let them cut time without fully understanding the consequences. Design first. Manage logistics second.
Problems Without Solutions
Managers: Never require your direct reports only bring you problems with proposed solutions in hand. This is a sure-fire way to ensure minor problems become severe problems or severe problems are never communicated to you. If employees don’t know the solution, have no idea what to do, or are completely overwhelmed--then that is the exact time a manager should manage. I get the idea that having team members think of solutions is a learning opportunity. Sure. But, so is facilitating dialogue, co-solving the problem, or explaining how to think of the issue. As an employee, if I am forbidden from coming to you without a solution, I just won’t come to you at all. Sure, you will probably fire me for a lack of judgement, but you will be screwed, too.
Complaining
So I recently caught myself complaining. Annoyed at some silly infarction. When I realized I better shut up quickly. I also realized there are three rules regarding complaining and I better learn them:
Never complain unless complaining will actually improve your outcome.
Never complain unless you have the leverage.
Never complain if doing so will lead someone to damage you.
Simple rules. So simple. Now I must learn to apply them.