Reflecting on my experiences, I can clearly distinguish between highly beneficial training and training that fell flat. One training I found especially effective was a leadership and organizational workshop that emphasized self-assessment, peer discussions, and practical exercises. The instructor encouraged participants to identify their unique strengths and explore ways to leverage them within team settings. This approach reflected a key principle from First, Break All the Rules: great managers focus on individuals’ strengths rather than trying to fix weaknesses (Buckingham & Coffman, 2020). By concentrating on what each participant naturally excelled at, the training felt highly personalized and meaningful. Engaging in discussions and real-world simulations allowed me to immediately apply insights to workplace challenges, reinforcing the learning and making it memorable.
In contrast, some other training courses I have experienced were less effective. These consisted primarily of long text slides and multiple-choice quizzes, with little to no opportunity for discussion or practical application. According to Buckingham and Coffman, employees learn best when they can connect training to their own talents and responsibilities (2020). Because this type of training was impersonal and procedural, it was difficult to retain information, and I did not feel motivated to fully engage with the content.
The differences between these experiences illustrate important factors for effective training. Training that aligns with individual strengths, encourages interaction, and connects to real-world application produces higher engagement, better retention, and actionable skills (Buckingham & Coffman, 2020). On the other hand, programs that neglect these principles risk disengagement and minimal impact. For organizations, designing training that actively involves employees and leverages their natural talents transforms learning from a mandatory task into a meaningful opportunity for growth and development.
Reference
Buckingham, M., & Coffman, C. (2020). First, break all the rules: What the world’s greatest managers do differently.
