In an industry with more technology changes than tires on an EV, training should be cornerstone for growth.
We know we need training. It’s clear we’ll fall behind without it. We understand training and having a training plan is good for us overall. So why do we as leaders and technicians often avoid it until we absolutely can’t?
The Answer: Training is often considered as an expense instead of an investment. Management is focused on results, not people.
It isn’t glorious. It’s a short-term cost we view as a loss.
Hard Rubber Balls
When I was in high school, I played lacrosse (I know, how fancy of me). In lacrosse, hard rubber balls are passed back and forth using sticks with nets on the end.
Back and forth, back, and forth, then slung towards a small goal at 50+ MPH. As a big and slower guy, I played goalie. It was a blessing and curse, as I was able to stop plenty of shots at the cost of my limbs. During practice, the offensive players spent 50% of the time in shooting drills.
I dreaded practice. I could have stenciled the United States with the bruises I’d collect.
But show up to practice I did. Day after day. Naturally, I wanted to play under the lights instead of practicing and taking shots to the shins. Yet, it was practice and repetitions that helped me prepare. Practice and training are about getting repetitions so that when game day comes, you’re ready to play to the best of your ability.
My Technical Mentor(s) were the coaches who reminded me “Practice makes perfect” and they were absolutely right. I endured it and became better. So, what are we talking about?
To quote the great Allen Iverson, “… practice? We’re talking about practice?”.
Oh yes, we are.
Guiding a Mentee or Entry-level Tech: Training can take place everywhere in a shop, at a jobsite, in the kitchen…anywhere the Mentor and Mentee work together.
Mentors should know what the Mentee needs practice (repetitions) on. Mentors and leaders should begin to have a sense as to how many reps will be needed to begin to form competency on tasks of all difficulties and scope.
I had coaches and “Mentors” with practice plans to give me welts and all these years later I appreciate them for it and understand we all need training to play the game.
If you are a Mentor your task list is your plan.
For mentees, the number of reps you track on each task AND the competency rating you are receiving from your Mentor is your true training progress.
You don’t have to have welts from lacrosse balls to progress, but you’ll probably have some skinned knuckles.
Interested in learning more about on-the-job training (OJT) and Technical Mentoring? Visit us at mentormentee.com, or schedule a free demo at meetings.hubspot.com/marc-brune.