The uncool training method that works 100% of the time (well almost)

During the Second World War, the Brits sent all their eligible men overseas to the front and the women (who were mostly home-based at that time) had to fill their positions in the workplaces of Britain.  How did the nation train an unskilled and un-workready workforce and get them up-to-speed in a very short time?

Their psychologists and trainers developed a simple and highly-focused, but now largely forgotten, training technique, that works almost every time.  With it they transformed a nation of stay-at-home mums and teenage girls into a highly effective workforce that ran the nation while their men were away.

This is it . . .

Step 1:
The trainer carries out the task slowly without comment or explanation with the trainee watching.

Step 2:
The trainer carries out the task again stopping and explaining each element in the process.

Step 3:
The trainee carries out the task as the trainer guides and explains how to do each element.

Step 4:
The trainee carries out the task, and explains to the trainer what she/he is doing step by step.  The trainer offers correction and encouragement through the process.

Step 5:
The trainee carries out the task without comment or guidance, and the trainer gives feedback at the end.

How simple is that?  It really works and can be adapted to all kinds of activities.  I have used it to train  all kinds of things from evangelism to writing funding submissions.  (Those of you who have been trained by me are probably thinking “Oh, so that’s what he was up to!”)

Of course, this is a very uncool way of training people, which is probably why it has fallen into dis-use.  But, the principles can be adapted and made more relevant to postmodern trainees.

As with everything, there are some limitations to this method of training.  Here are the most significant of them:

1. The trainer has to have a very conscious (rather than sub-conscious) knowledge of the task so that she can break it down into its component parts. This requires some preparation. 
2. It is assumed that the trainee has the capacity to learn the task and carry it out, so selection of the right people is important. 
3. It can be made to work with the training of any task, but it works best with tasks that are hands-on, less complex, do not call for judgement, and have a degree of repetition.  
4. From the trainee’s point of view, it can feel a little patronising, though this can be overcome by taking  personable approach.  

On the plus side, it means that you do not need to be a highly qualified or skilled trainer to use this method, just knowledge of what you’re training, and a little bit of patience.

Further, the method lends itself well to repeating phases until the trainee gains enough confidence and competence.  I often find myself repeating Steps 3 and 4 a few times when training some tasks, especially those that require building up a degree of self-confidence such as evangelism or preparing a sermon.  There are some things that most people are instinctively nervous about, so re-working some of the steps with them will help them overcome their reticence.

As a leader, one of your core activities is delivering training, so perhaps this little method can become part of your training techniques repertoire.

Time Management is Easy

Like a lot of things in management and leadership, there are people who seem to have a vested interest in making time management complicated.  I know of colleagues who have spent between US$1,000 and US$2,000 on time management courses and systems that have been so complex that they were not able to sustain them for more than a few months. 

Keep it simple!

The first principle of time management is keeping it simple!  And the second principle is making it fit your own ways of working, your own personality. 

There are only five things you need for a good time management system.

1. An action list (to-do list)
2.  A diary
3.  Less than half-an-hour per working day
4.  An understanding of the difference between important and urgent
5. A little bit of stickability

 This is what you do

Develop a list of tasks and, during the course of each day, mark off tasks as they get done, and add new tasks as they come up.  Once a day spend twenty to thirty minutes sorting out the priorities for the next 24 hour period. 

In the diary, you put all the appointments, fixed points and unchangeable deadlines.  Update it as new events come up.  And oh; you must remember to look at it every day! 

That’s it.  That is all that is required for good time management. 

Put your personal stamp on your time management

Now, from these basic elements you can personalise it and make it increasingly sophisticated – or not.

For example you might want to consider . . .

• Do I have my action list and/or diary on-line, on-screen or on paper?
• Do I prioritise tasks under titles like today, tomorrow, this week, this month, etc., or do I simply number them 1 to (say) 43?
• Do I tick (P) or cross out my completed tasks?
• Do I colour code the tasks by importance and urgency?
• Do I re-arrange the order each day according the order in which I plan to do the tasks?
•  How much time should I factor in for interruptions and other unexpected events?
• If I have multiple copies of my diary and/or action list how do I ensure up-to-date syncing?
• What fun elements and emotional rewards am I going to introduce, such as giving myself a smiley, a tick (P), or even a coffee break or snack when I complete a task?

Working out the answers to these questions that best suit you will mean that you are more likely to consistently stick with your time management system in the long term. 

 

Importance and urgency 

Urgent tasks are those that scream at us from the page, “Do this task now!”, and “The deadline is fast approaching!”  Often they are tasks that will have real or imagined consequences if they are late.  But, they are not always the most important. 

Important tasks are those that are aligned to your strategic goals, the direction of where you want to go, the tasks that will make a difference to your ministry, that will change lives.  They are the high priority tasks.  Nevertheless, these tasks often remain quiet and unobtrusive.   

So putting the rubbish out, cleaning the car and filing the papers on your desk may all be urgent, but preparing a strategic plan, leading an evangelism team and organising a social outreach are tasks that are important. 

One of the keys to successful leadership is making time for the important, and not allowing them to be squeezed out by the urgent.

 Stickability

If you adopt a method of time management because it is “good for you” or “the correct thing”, but is not really you, you’re likely not to stick at it.  

The more your system of time management reflects you and your preferences the more you are likely to have success in the longer term.  Give yourself the biggest advantage you can. 

I recognise that, for many, the very idea of life being organised and structured seems unnatural and awkward.  But the effort of getting past this is more than worth it.  I know many people who have pushed through their own internal resistance and adopted simple time management techniques as a way of life.   Without exception, they have experienced good results within weeks and have gone on to enjoy a much higher level of effectiveness in their ministry.

 

Still not convinced?  Let me finish with an observation that you won't often hear from a senior officer.  

If you’ve done any ministry training you’ve had it drummed into you that the worst possible time to prepare your Sunday morning sermon is on Saturday, right?  However, I know officers who have liberated themselves from this “should” and regularly produce their very best work under the pressure of knowing they are going to be in front of a congregation within 24 hours!  This is what works best for them.  On the other hand, I personally start to feel uncomfortable if it’s not done by Wednesday.  All of which goes to underscore the point . . . .

A successful time management system is one that bends to your preferences.