If you do training for the purpose of training, you can't do it well, because it's like completing a task: forget it after training, some people may know about it, but no one wants to change their behavior, and finally go back to the old method: starting a new job with the old method is still inefficient, and forget it after listening to the training.

You never know what happened unless you cut to the chase yourself!

Many bosses like to listen to reports from subordinates. After listening to their report, they thought they had mastered the overall situation. Otherwise, subordinates will report their work purposefully for full performance, so as to achieve the goal of full performance. Only when you ask your subordinates in a series of questions and verify them privately will you get the true face of the facts. So what I advocate is to go to the enterprise, find problems on the spot, think about problems, analyze various reasons and find the root of the problems. We can think from the following dimensions:

What is the operational efficiency of the enterprise? Does our team have an emergency plan to deal with the large concurrency after the business scale? Has the quality of service declined? How to maintain the consumption within the company at a reasonable level? From the perspective of meeting customer needs, is there room for improvement in the business we are doing now? What part of us are customers dissatisfied with? Are there any loopholes that can be drilled that cause the company to waste money? How to improve the conversion rate? Are there any customers that are not covered in our current process? Why are their "special" needs not in the service process we are setting up now? Is it caused by different business forms? Do we want to win this kind of customers? If you don't fight for it, where is the profit growth point of the next round? If you want to win, what changes need to be made, including what resources need to be applied for to seize this market share?

Does our boss have any strategic layout based on the information he has investigated and reported by his subordinates? We need to communicate with our boss and ask him if his new business direction has changed, which direction he should go, and what kind of reform measures do you want to take in view of this direction and the first-hand information you have investigated yourself? What is the whole plan? Which link is the most urgent and needs to be changed? What kind of training are you going to do to make subordinates change their thoughts and behaviors?

Remember, the training we do should be behavior-oriented. The learning mode of adults is either knowing or learning, but putting what we know into our daily work behavior, which is also the effectiveness of training. Otherwise, it sounds all empty talk: either your training can't be grounded; Either your employees don't take it seriously, they just perfunctory you, and you don't have the culture promoted within the team and haven't changed. How can training be effective? I can only say that your class is good, but the effect is average.

Targeted training is the first step, the supporting landing supervision mechanism is the second step, the feedback on employees' changed behaviors is the third step, and the behavior of employees is solidified again.

When you cut into the business, you only find the solutions and countermeasures to the problems, so as to start your business training-from a cognitive point of view, remind them why they do this, what are the benefits they have done, what are the paths and methods of doing this, and what kind of efficiency improvement they can bring. At the same time, you have to modify the whole process, the purpose is how to set the behavior of employees to change. Whether you use the system, third-party supervision, self-sampling, or auxiliary encouragement or punishment system, your purpose is nothing more than one: to make employees' behavior change to the main points mentioned in the training. At the same time, you should also observe the behavior of employees and its effects. When they are not used to new behaviors and want to change back to their original behaviors indefinitely, you should give them action feedback, because it can't be done overnight, and it can only be better every time. Do your best slowly, let employees find affirmation and sense of accomplishment in their new work behavior, and more importantly, lead you to help them make changes together, instead of him changing himself or resigning if he can't change.

Finally, after the new behavior comes out, make it daily and try to speak with team results. At this time, if the performance goes up, isn't your team an excellent team? And if you lead well, you will naturally get the opportunity of appreciation and promotion.

Finally, although enterprises have assessment training twice a month, I don't think you should be perfunctory in order to get performance. Many times, you need to communicate with the leader and negotiate how to do well in the whole incident. Don't just talk about two training courses in order to please the boss and complete KPI. In the end, you will find that apart from giving lectures, you simply don't know how to lead the team to "land" and become an armchair manager.