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« Relation Ships | Main | Eleventh Hour Paradox »

Creating an Environment of Growth through Leadership Training

The Challenge of Training

1.Teaching is not training!  It information impartation and skill transmission.

2.Coaching is not training!  It is motivation and encouragement.

3.Training is involvement in player’s lives, imposing discipline, listening to complaints, overcoming resistance, correcting mistakes and pushing players to greater performances.  Training is hard work!

Don’t just teach people to lead; don’t just push them to lead; train them to lead!

Your Plan. 

1.You get what you plan for.

2.Put water in the tank if you expect to baptize someone! 

3.The future belongs to those who plan for it.

Your Concept.

1.Function follows form. 

2.Create the architecture that suggests and anticipates the desired action.

3.A major regret of builders is the use of the building changes after completion. 

4.Build in flexibility and expansion of your program.

Your Questions 

1.What is your overall goal (How will you determine the success of your program?)

2.What intermediate goals do you need to establish en route?

3.Who will this involve? (Age, gender, status, etc.)

4.What do you anticipate the needs to be for ministry? (HBS, transportation, graphics, etc.)

5.Establish your priorities.  (Immediacy, importance, logistically)

Your Team

1.Enlist an executive core of people who will be your training team.  (If you have to be the star player, you will create a ceiling for your mission and ensure its demise.)

2.Aptitude for teaching is paramount.  (As opposed to personality, enthusiasm, expertise.)

3.Share your burden with your team. (Passion, focused, determined.)

4.Make sure they can understand and articulate your passion.  (Feedback and execution.)

5.Encourage questions, but don’t tolerate disagreement. 

Your Trainees (Criteria)





5.Leadership qualities



Your System

1.Establish a format for training. (Classroom, roundtable, projects, media, etc.)

2.Select your curriculum

3.Choose a way to measure progress.

4.Reward success. 

Your Assignments

1.The job must fit the person.  (30/60/100 fold)

2.The lesser qualified person needs more specificity in assignments. 

3.The more qualified person should have greater latitude.

4.Most failures are not incapable—only misdiagnosed. 

Your Execution

1.Require internships with feedback before training is complete.

2.Set up probationary periods

3.Establish monitoring mechanisms.

(Performance appraisals, debriefings, submission of plans, 3/6/12 month interviews, accountability to other team members)

4.Make all assignments term limited with renewal possibilities.

5.No one should own their job for life. 

Dos and Donts

1.Do not base assignments on emotional or personality considerations.

2.Do not undertrain or overtrain.

3.Be careful of partnerships based on friendships or cliques.

4.Be careful of teams based on blood relationship.

5.Be consistent.

6.Do not treat training casually or lightly. 

More Dos and Donts

1.Don’t lock yourself in to your pet format.  Others may learn differently.

2.Combine training with assignments.  “Don’t go near the water until you learn to swim” is not a good method.

3.Model your assignments.

4.Plan for refresher courses.  Training should be unending.

5.Always look for and provide for new methods, upgraded technologies, expanded fields and opportunities.

6.Reward victories and progress. 

The ultimate success of your work will rise or fall on the quality of your training program.



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