Greenhouse Product News

Big Grower November 2021

The business magazine for commercial growers

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1 0 NOVEMBER 2021 A bout 25 years ago I was on a panel as part of an MBA program, where another panelist said something that I will never forget. He said, "Training is an investment, not an expense." I remember at the time we were very busy and looking for things to cut from our schedules. Oftentimes, one of the natural places businesses look at cutting back on is training … that's a big mistake! Turning the clock forward to 2010, I was leading a group of 14 established business leaders that were just coming out of the downturn of 2008-2009. I asked them: "How many of you have decreased the sales training that you had before the downturn?" Four had increased training and 10 had decreased it to save time and money. I then asked, "How many of you have seen sales increase versus decrease in that same period?" The four that had increased the training had seen an increase in sales while all 10 that had decreased it experienced a decline. Additionally, the companies that increased training had seen better retention and more of a gung-ho sales environment in very tough times. NOT AN OPTION Over the years, I have watched many different businesses treat training as an option. I have seen businesses get away from practicing in favor of doing. I have witnessed training topics and techniques not really change while there have been many changes in the industry and the marketplace. The reason I like the theme that "training is an investment" is that it forces you to rethink your paradigm. As an investment, you want to see a quantifiable return. You need to not only look at cost and effectiveness. And like traditional investments, you need to stay current on where to place your resources. FIVE TIPS The following are a few tips for improving your training mindset. 1. Don't do it all yourself. You should be the orchestra director, not the person playing every instrument. Make a list of training topics and then think about how they might be accomplished. Doing it by yourself means too much work and the team will be bored. 2. Create a training budget for training. If you see a 5% ROI in effectiveness, retention and profit, then investing 1% on training would make a huge difference. 3. Work with your team to mentor each other. If an employee is particularly good at something, then ask that person to present "Top 10 Tips" on that subject in a meeting. The team member will feel pride in teaching others while also becoming even more committed to these best practices for themselves. 4. Create a library of materials. These can be training videos, webinars, websites or whatever works for your organization. Leverage this as a coaching tool when developing new employees or improving existing ones. 5. Instill accountability in each team member for their own improvement. When coaching, try to give them little incentives that show how they can take their game to the next level. When you are time starved, it is difficult to invest in things that might not have a short- term ROI. But remember your business is a movie not a snapshot. This longer-term perspective is the difference between being good and great. Mark Richardson is an author, speaker, columnist and business growth strategist. He has written several books on business management, including "How Fit Is Your Business?" and "Fit to Grow." His latest book is "Control Your Day Before It Controls You: The 7 Steps to Mastering Your Time." All of his books are available on amazon. com. He can be reached at [email protected] mgrichardson.com. THINK BUSINESS BY MARK RICHARDSON A D I N D E X ADVERTISER ..................................... PAGE BASF Corp. .............................................................11 Hurst Boiler ..............................................................5 MasterTag .................................................................6 Nufarm Americas Inc. .........................................7 Premier Tech Horticulture ................................2 A DV E R T I S I N G S A L E S Integrated Media Consultant - West Coast Kim Sammartino 616.520.2173 • [email protected] Integrated Media Consultant - East Coast Tiffany O'Kelley 616.520.2172 • [email protected] Vice President, Group Publisher Bob Bellew 616.520.2164 • [email protected] Classified Advertising Manager Kim Meyers 616.520.2137 • [email protected] P R O D U C T I O N Client Success Representative Jolan Godfrey 616.520.2148 • [email protected] Multimedia Designer Amanda Mackey 616.520.2157 • [email protected] Creative Director Kristina Howell 616.520.2168 • [email protected] C I R C U L AT I O N Audience Development Becky Stovall 616.520.2138 • [email protected] E D I T O R I A L Editor Jasmina Dolce 616.520.2162 • [email protected] Retail Editor Teresa McPherson 616.520.2163 • [email protected] Editorial Director Tim Hodson 616.520.2161 • [email protected] GPN accepts no responsibility or liability for the validity of information supplied by contributors, vendors, advertisers or advertising agencies. CO R P O R AT E CFO & Director of Human Resources Deb Carnes 616.520.2169 • dcarnes @greatamericanpublish.com COO & Chief Marketing Officer Kimberly Baker 616.520.2135 • [email protected] CEO Matt McCallum [email protected] Corporate Office 616.887.9008 A Smart Investment Training should never be considered an expense. Instead, it should be treated as a worthwhile investment for your business.

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