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Training How-To: Teach Tomorrow's Leaders
May 01, 2008
By Jay Jacobson
When it comes to training and development of future leaders—even those new hires coming right out of the nation's top business schools—we are inclined to follow the "traditional path." Even when forced to change to keep pace with technology, for example, we are reluctant to modify existing training methods. The fact remains that most training is still characterized by standard lectures, "information dumps" (even if delivered by text messaging!), and standard memorization of new content.
Yet the next generation of future leaders has had access to the Internet for most of their lives. They are wired to be entertained—almost 24 hours a day. The text-messaging phenomenon feeds their "rapid-fire" mentality, and people now expect information in short, abbreviated doses. As a result, current training techniques often are misaligned with the way the next generation of leaders will learn new information and stay engaged.
While it may not be possible —or advisable—to make radical changes to training and development programs over-night, training leaders can and should take bold steps to change traditional learning practices. In her book, "Generation Me" (Simon & Schuster, 2006), Jean M. Twenge, Ph.D., examines generational changes and provides this cautionary advice to corporate America: "Young people learn best by doing. Raised with the Internet and collaborative learning in their classrooms, they're not used to long, boring lectures. Training seminars will put them to sleep if not interactive."
Here are some tips to help you make the switch:
• Transition to nontraditional or highly interactive training techniques such as simulations, group learning, and activities that get people out from behind the desk.
• Make sure trainers provide thought leadership and guidance, and are not the preeminent source of knowledge. If the trainer is speaking more than 25 percent of the time, consider it a red flag.
• Do not underestimate the need to bring people together in team or group formats. Then, as necessary, follow-up coaching can be effectively delivered via solo computer instruction, text messaging, or other forms of electronic communication.
• Hire trainers who see themselves as facilitators, not teachers, and who recognize that participants can learn as much from each other as they can from the leader.
And don't forget: When developing your training programs, remember to incorporate hands-on, role-playing, and other experiential opportunities, so participants can practice new knowledge and skills to effectively employ them on the job.
The bottom line is, regardless of your industry, today's young professionals expect to participate in their learning and be entertained. It's your challenge to engage them, and make it meaningful.
Editor's Note: Visit www.trainingmag.com/track for "Inside Track," an article on how to develop the next generation of leadership within your organization.
Jay Jacobson is president of Celemi, Inc., a global provider of business simulations and learning tools that improve financial acumen and operational knowledge. He is based in Chicago, IL. E-mail him at jay.jacobson@ celemi.com.
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