lts than those who cause employees to compete with each other. Personal accomplishments at the expense of others defeats teamwork and negatively affect service to customers. Managers can win over employees' loyalty and best input by treating employees as "partners" by showing care, listening and sharing. Workplace ExampleIn order to achieve long-term results through training, we must broaden our vision to include people development as part of our strategic planning. Although training covers a broad range of subjects under the three main categories (skills, attitude, knowledge), using the term "training" without linking it to "development" narrows our concept of the training function and leads us to failure. When we limit our thinking, we fall into the trap of: Classifying people into lots and categories Thinking of "trainees" as robots expected to perform a job function Dismissing the individual characteristics of people and the roles they play Focusing only on "what needs to be done" without adequately preparing the trainees involved to accept and internalise what is being taught. We are dealing with human thoughts, feelings and reactions, which must be given equal (if not more) attention than to the skill itself. We thus create a double-focus: people development and skills training. These two simultaneous objectives will give us the right balance and guide our actions to reach our goal. To clarify our training and development objectives, and identify our criteria for success, we must ask ourselves a few questions: Do we expect an automatic, faultless job performance? Does attitude count? Does goodwill count? Do loyalty and dedication count? Does goal-sharing count? Does motivation count? Do general knowledge and know-how count? Do people-skills count? Does initiative count? Does a learning attitude count? Does a sense of responsibility count? Do team efforts count? Do good work relations count? Does creative input count? Do...
