Skip to main content

Why content is not training



I love yoga. So much so that I take weekly classes.

Because I live near one of the best yoga studios in Perth, my classes are taught by top-tier instructors. This means that I often find myself practising alongside incredible yogis from all over the world. It feels similar to singing with Celine Dion or acting alongside Julia Roberts.

However, there’s something I’ve noticed.

Though my fellow yogis and I are performing the same poses to the same music in the same space at the same time, it certainly doesn’t look that way.

Why?

The answer is simple: skill.

We may all be doing the same motions, but how we perform them is different. This distinction is why content alone doesn’t equate to training. Content provides the “what,” while training delivers the “how.”

It concerns me that content is increasingly being viewed as synonymous with training. Taking a course on platforms like Lynda.com may inform you about the “what,” but it won’t teach you the “how.”

The same goes for content delivered in bite-sized chunks, like microlearning, e-learning courses, YouTube videos, presentations, or internet searches. They offer plenty of “what,” but very little (if any) “how.”

At InterACT, we believe that training can and should incorporate content, but it shouldn’t be limited to that alone. Effective training should include group discussions, challenging activities, personal advice, constructive feedback, and opportunities to practice new skills in a safe and risk-free environment.

So, before you decide to offer content instead of comprehensive training, ask yourself:

“Is skill important?”

If the answer is “yes,” consider how you can incorporate elements of training to enhance skill development rather than just providing content.

Your learners will thank you, I promise.

Popular posts from this blog

Practice makes you 60% better!

Be honest: when you have a challenging conversation ahead, how much time do you spend practising it? I mean really practising—sitting down, speaking out loud, positioning your hands as you want them, and using the appropriate tone of voice—as opposed to just thinking about how to approach it. I spent nearly ten years in sales, and I used to rehearse my negotiation skills in my car. While I was mentally preparing, I realized that wasn’t real practice. You truly need to say it out loud and act it out. Take it from someone who has spent a lot of time rehearsing like an actor. There are two forms of long-term memory to consider: 1. **Explicit Memory**: This type stores facts, events, people, places, and objects. 2. **Implicit Memory**: This retains perceptual and motor skills, such as riding a bike or typing on a keyboard. To recall explicit memories—like the script of your message—you need to consciously focus on the process of retrieval, which can be challenging. In contrast, implicit m...

Actions Speak Louder Than Words

We often perceive Leadership Communication as a purely verbal and intellectual exercise, but that’s not the complete picture. Leadership Communication is less about the words you use and more about how you convey them. As you present your message, your physical presence plays a crucial role. Your body sends its own signals through gestures and tone of voice, which can differ significantly from your spoken words. Unfortunately, it’s often your body language that resonates more with your colleagues. This brings us to a fundamental truth: when it comes to body language, actions do speak louder than words. Your body language can either enhance or undermine your Leadership Communication. Your eyes, mouth, hands, head, and various body movements all provide insights into your mental state. While gestures can emphasize your points, excessive or exaggerated movements may come across as overbearing or aggressive when your intention was simply to appear "strong." Certain gestures, like...

How I Failed in Feedback...

Research is finally showing the link between free-flowing feedback and better business results. In workplaces where managers don’t give and receive feedback, employee engagement rates limp in at 29%. On the flip side, when feedback is regularly exchanged between managers and employees, engagement jumps to 79%. But let’s face it, we’re human — and we find it tough to engage in feedback. Many of us —including myself — get defensive when we hear it, or we assume nobody wants to hear it. So feedback gets chronically buried and put off. But it doesn’t have to.  In my experience, there is a simple principle that can play a key role in unlocking feedback: It’s not who you are, it’s what you do As a communication trainer and role play actor, I assume that everyone wants to, and can, get better. When I take this approach I find myself able to engage in discussions about areas for improvement with an optimistic and open heart. But even though I always try to take thi...