Who REALLY Is Accountable for Training?

Who is Really Accountable for Training?

finally got this concrete out of the Colorado earth—using every tool I own.

But at least I had the tools.

This image provides us a clear message: People can succeed—and usually do—when they have the right tools.

But in this missive, we’re not talking about physical tools like shovels, vehicles, computers, and smart phones—but rather knowledge, skills, and competencies.

And the responsibility for people acquiring tools like these through “training and development” lies with, um, whom exactly?

Two parties.

1) Managers, with whom we share this truth:

Don’t Get Fired … Be Outstanding!

Happy 2015 to all! Our first blog of the year is longer than usual, but worth reading and applying. So grab a cup of coffee and enjoy!

3D Fired Button Click Here Block Text over white background

“Do people fire companies? Yes, they do!”

That was the beginning of an email sent to me by Steve Chamberlin, an executive with Husqvarna. The statement became the theme of our Outstanding! book.

Essentially, we maintain that people fire organizations—but they don’t fire the outstanding ones.

When we wrote the book, we used lots of stories, never knowing that later we’d stumble across one of the clearest examples ever of what happens when organizations are not outstanding.

Our story comes from Michael Miller and his wife, Casey, who run their own business—SunPrairieFilms.com—where being outstanding is imperative for success.

Here is their email to a credit union they left after only a couple weeks. As you read it, ask yourself—and discuss with your team—this critical question:

All That Glitters Is Not Effective

accountability is not a fad

As we wind down this year and look toward the next, let’s keep in mind this thought from the QBQ! book:

The old stuff is the good stuff.

I had a colleague years ago who often said this:

“That idea worked so well I stopped using it.”

It was his tongue-in-cheek way of chastising himself for letting good ideas, practices, and habits fall out of his life. Essentially, he was asking this question:

The Cafeteria COO: How to Lead

“Hello, how are ‘ya?”

“Good to see you!”

“Hey, it’s been a while.”

That’s how lunch went in the dining establishment that was so fancy, so ritzy, that even the napkins were flecked with gold.

As I dined with the top officer of a blue chip insurance firm you would surely know by name (um, if you’re curious, they’re “on your side”), it seemed everyone around us knew him.

We were chatting about the “Personal Accountability and the QBQ!” presentation I’d just completed, and where to take the message of the QBQ! book next inside the organization.

When it was time to leave, we stood, turned toward the front door, stepped slightly to the right, and ….

JUST99WORDS: Know Any Controlling People?

QBQ! reader: My friend quit his job because his supervisor was so controlling. Several more employees left, too. The supervisor’s still there. Controlling people—at work and home—don’t know the damage they cause … Emotional connections are severed. Hurts are hardened. Colleagues, friends, siblings, and offspring drift away. Relationships die. Sad. Solution: emotional maturity. Mature people—accountable…

JUST99WORDS: “I learned a lot!” You sure?

I love those conflicting two-word phrases called oxymorons … “pretty ugly” “legal brief” “old news” “committee decision” And, “country music.” Another: Adult learning We’re not good at learning because we’ve “mis-learned” what learning is. Learning is not about showing up. Learning is not about going to class, memorizing content, passing a test. That’s called “college.”…