• You will find that when the training process goes well, it is nothing short of exhilarating. And even this exhilaration is dwarfed by the warm feeling you’ll get when you see a subordinate practice something you have taught him. Relish the exhilaration and warmth—it’ll help you to arm yourself for tackling the second course.

• Guess who will have learned most from the course? You. The crispness that developing it gave to your understanding of your own work is likely in itself to have made the effort extremely worthwhile.

trained in. Don’t limit the scope of your list. Items should range from what seems simple (training the person who takes calls at the restaurant) to loftier and more general things like the objectives and value systems of your department, your plant, and your company. Ask the people working for you what they feel they need. They are likely to surpr

So what should you do if you embrace the gospel of training? For starters, make a list of the things you feel your subordinates or the members of your department should be

tasks. The first task is teaching new members of our organization the skills needed to perform their jobs. The second task is teaching new ideas, principles, or skills to the present members of our organization.

At Intel we distinguish between two different training

Some 2 percent to 4 percent of our employees’ time is spent in classroom learning, and much of the instruction is given by our own managerial staff.

There is another reason that you and only you can fill the role of the teacher to your subordinates. Training must be done by a person who represents a suitable role model. Proxies, no matter how well versed they might be in the subject matter, cannot assume that role. The person standing in front of the class should be seen as a believable, practi

For training to be effective, it also has to maintain a reliable, consistent presence. Employees should be able to count on something systematic and scheduled, not a rescue effort summoned to solve the problem of the moment. In other words, training should be a process, not an event.