Why doesn’t coach-the-coach training stick?
Estimated reading time: 3 mins
Why doesn’t coach-the-coach training stick? Part of it is that second and third-line leaders in corporate environments deal with significant time constraints. They also face a scarcity of suitable learning opportunities. Both can significantly impede learning participation and retention. And, like everyone, they sometimes resist change and the learning that supports it. They may even see learning as disposable.
Helping second and third-line leaders retain coaching training requires a strategic approach.
These factors are often reinforced by inadequate organizational support for learning. Isolation further complicates these issues, hindering informal peer learning and advice-seeking. Together, these factors form substantial barriers to learning retention at the leadership level.
So, what can L&D professionals do? Well, research suggests that overcoming these personal and structural barriers requires a holistic approach emphasizing relevance, active participation, feedback, application of knowledge, a supportive environment, and leveraging technology. Let's look at seven detailed recommendations.
Make it (highly) relevant: Ensure the training content is relevant to leaders’ roles and responsibilities. When they can see the direct application of the learning, they're more likely to remember it. Align your learning objectives to key business success metrics for the leaders’ roles and the roles of their direct reports.
Get Active! Active participation is a game-changer. Engage participants in discussions, practice, role-plays, or real-world case studies. Active learning is a proven way to improve retention.
Build in repetition and reinforcement: Reinforce the training content over time. Follow-up practice sessions, automated reminders, and self-study resources can help move information from short-term to long-term memory.
Provide feedback and coaching: Regular feedback and coaching can help leaders understand their strengths and areas for improvement, encouraging continuous learning. Again, fold coaching and continuous learning to the success metrics for the leaders’ roles. And monitor them regularly.
Make it applicable and valuable: Have leaders apply what they've learned in their work. Design in projects, assignments, and on-the-job training. Application reinforces training content.
Create a supportive environment: A supportive learning environment where you feel comfortable asking questions and sharing experiences encourages engagement and learning. Participants' own managers play a key role here. Engage them. Encourage them. Support them.
Leverage technology: Use technology to support learning. Online learning platforms, mobile apps, and AI chatbots like ChatGPT can provide a more interactive and engaging learning experience.
Looking for More?
These are just some general strategies. If you're looking for more specific strategies, consider diving into recent research on the topic. There is plenty of writing out there that provides insights into effective training methods and strategies for improving retention. For example, check out Eduardo Salas, Scott Tannenbaum, Kurt Kraiger, Charles Jennings, and Kimberly Smith-Jentsch. And, of course, we at Practica Learning are here to help you build relevance, active participation, practice, and application in learning.
Bottom line: the key to effective leadership training isn't just about completing training - it's about building relevant knowledge, bridging to application with practice, and supporting retention… all within a supportive eco-system. That’s no small order, but it will work. So, remember these strategies as you build your leaders’ learning journey. Happy designing!
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