Crash Test Dummies…
Last week we talked about what to do when someone on your team isn’t quite cutting it—whether it’s time to train them, reassign them or (deep breath) let them go.
So.... let’s say you decided to train them.
Great!
But before we move on, let me say something that might feel familiar and might hurt an eensy weensy bit:
Just assigning someone a task—let's say, in my case, asking a new team member to “write the newsletter”—and then walking away... that is NOT training.
That’s tossing them the keys and then being surprised when they crash the car.
So let’s play out this example above to see what solid effective training looks like:
Explain the project specs for the newsletter. They need clear answers to the following questions:
What is this project? Who is it for? What’s the tone, the purpose and my favorite...the non-negotiables?Give 'em examples.
Share one great version and one bad version. Talk through what works and what flops. Let them feel the difference. (This is a game-changer.)Tell them the goal.
Not just “make it good.” Be clear about what you want the reader to do or feel. That clarity? It changes everything.Give a deadline—and sandbag it. (smile)
If you need it Thursday, ask for it Tuesday. Because guess what? Revisions will be needed. Plan for it.Provide actionable feedback.
“This isn’t quite right” is useless and questions like "Why did you choose this word?" will make them defensive.
“Try a more conversational tone” and "Use words like X, Y and Z" is better.Say out loud: “I don’t expect you to know everything.”
Because we all need to hear that. Give them a partner, not a puzzle to figure out—and make sure they know they aren't alone.
That’s it. That’s training.
If you want someone to grow into their role, invest your time. Be clear. Be kind. And Don’t. Skip. Steps.
I promise the time you invest now will pay off exponentially down the road.
Soon that team member who used to hide in the shadows can shoulder some responsibility, and your load becomes lighter.
Win, win...and WIN!
