How Seriously Do You Take Training?

By Rowan Jackson

A few years ago, the CEO of Diageo, the huge global drinks business, was a burly, plain speaking, disciplined and well organised Mancunian, Paul Walsh. Having been made the chief executive in 2000, this hands-on team player worked with his executive team to produce a document called Destination 20. More than a vision, this detailed 2-page document set out the direction of the business for several years ahead. The leadership team worked hard to perfect it.

They then instructed their 90 direct reports to “double click” on the leadership team’s version and produce one for their own area of responsibility. Once drafted, each one of the 90 senior managers had to present it to the leadership team and have it approved.

Walsh took all 90 to a large meeting at the Gleneagles hotel in Scotland to discuss and agree the way that the 90 Destinations were to be executed. They also worked out how the 90 leaders were to coordinate their Destination with the others. The Gleneagles meeting was a huge success and the 90 came away energised and aligned.

Walsh made an announcement that went something like this. “If our Destinations are to be successfully executed, we need to build better leaders. So, we are going to run a leadership development programme.” Everyone in the room nodded and then Walsh dropped the bombshell. “And we are going to deliver it.” One of his top team said, aghast, “What, you want me to be a trainer?” Walsh’s reply was simply “No, I want you to be a leader. Leaders train their own successors.”

The programme was designed in house and all 90 were given 1-to-1 coaching on how to deliver it by a former actress. Walsh made it a foundation for the leaders and their activities. It was a massive success and was later attributed to have saved Diageo from the 2008 crash’s worst effects.

To some this may be a pretty extraordinary story. However, to those in the Armed Forces, it is run-of-the-mill. In the Armed Forces, the officers and senior NCOs lead all training and are themselves properly trained to do so. My personal experience of the 2-week “Methods of Instruction” course at Beaconsfield is probably one of the best learning events I’ve ever attended. It was the foundation for what I do now 50 years later in the way that I facilitate executive workshops.

The Armed Forces do three things in addition to what Diageo did.

1. Nearly every training course provided in the Armed Forces is not only mandatory as it was in Diageo, but it is also assessed. A “pass” is essential for the training qualification to be recognised, just as passing the driving test is essential to drive a car on the roads. No pass, no work in that field, just as the same as an aircraft pilot. After all, you would not want the plane you’re flying in flown by a pilot that failed their flying course would you! In the Armed Forces assessment often means the people who come top of the course get the best jobs afterwards. In Officer Training the top officer gets the “Sword of Honour” so the training is competitive too.
2. Secondly, the Armed Forces training courses are frequently graded so that you may start at Level 1, gain a pass and you are recognised at that level. To progress further you need Level 2 or 3 and so on. Not unusual you may say, competence levels have been around for years. The Armed Forces however add a twist to it. Unless you have passed the next level up, in many cases, you cannot be promoted.
3. Thirdly, some training programmes have a pay rise connected to a pass. Once you pass your flying course, you get “Flying Pay” on top of your basic salary and must remain in post to go on getting it.

So, if you want to bring some rigour into your learning and development put in these five characteristics, to let everyone know just how serious you are:

1. Train your best leaders to deliver training; make it a characteristic of the way you run L&D. Select only the very best to deliver leadership training, just as the Armed Forces do. Make sure they are trained to do so.
2. Make it mandatory for all to attend. If you are going to spend money on L&D, make sure everyone is there. No attendance, no promotion, no pay rise.
3. Make it rigorously assessed and ensure that a pass is essential for fulfilling a specific role. Ensure that the people who come top get the best jobs.
4. Make it a requirement for promotion. No pass, no further promotion.
5. And finally, link pay to achievement of qualifications.

You will soon find that you sort out the high performers from the rest. They are the ones who try hardest in the training and come top of the course. They are the 20% you want as your future leaders.