Enter the characters you see below Sorry, we just need to make sure you’re not a robot. Enter the characters you see below Sorry, we just need to make sure you’re not a robot. Menu IconA vertical stack of three evenly spaced horizontal lines. Most managers seem to feel that training employees is a job that should be left to others. I, on the other hand, strongly believe that the manager why Invest In Our Business do it himself.
When I first became a manager, I had mixed feelings about training. Logically, training for hi-tech companies made sense, but my personal experience with training programs at the companies where I had worked was underwhelming. The courses were taught by outside firms who didn’t really understand our business and were teaching things that weren’t relevant. Most dramatically, when I was Director of Product Management at Netscape, I was feeling frustrated by how little value most product managers added to the business. I was shocked by what happened next. The performance of my team instantly improved.
Almost everyone who builds a technology company knows that people are the most important asset. Properly run start-ups place a great deal of emphasis on recruiting and the interview process in order to build their talent base. Unfortunately, often the investment in people stops there. Often I see startups keep careful statistics of how many candidates they’ve screened, how many have made it to the full interview process and how many people they’ve hired. All of these statistics are interesting, but the most important statistic is missing: how many fully productive employees have they added? By failing to measure progress towards the actual goal, they lose sight of the value of training. Training is, quite simply, one of the highest-leverage activities a manger can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours preparation for each hour of course time—twelve hours of work in total.
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Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. When people interview managers, they often like to ask: have you fired anyone? Or how many people have you fired? Or how would you go about firing someone? These are all fine questions, but often the right question is the one that isn’t asked: When you fired the person, how did you know with certainty that the employee both understood the expectations of the job and were missing them?
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Often founders start companies with visions of elegant, beautiful product architectures that will solve so many of the nasty issues that they were forced to deal with in their previous jobs. Then, as their company becomes successful, they find that their beautiful product architecture has turned into a Frankenstein. As success drives the need to hire new engineers at a rapid rate, companies neglect to train the new engineers properly. During a time of particularly high attrition at Netscape, I decided to read all of the exit interviews for the entire company to better understand why people quit hi-tech companies.