I’ve mentioned before about how people expect training and the learning professions are seen as the silver bullet for performance issues. Someone days something inappropriate, put them on an equalities course. Someone misses a couple of deadlines and is late, give them time management training. Not performing – send for training to ‘fix’ them.
We KNOW this doesn’t work yet there are swathes of the L&D market feeding this misconception and producing a range of content which will do this for you.
I heard a great comment on a podcast the other day:
My job… is to make the case for it, not to make you agree with it
Helen Lewis
The same can be said for learning. If someone wants to behave a certain way, you can make the case for them to do it differently, but, if they ultimately choose to continue the way they have before, that’s not learning’s problem but the manager’s.
In this case, we should be supporting managers better to be able to manage their people, not just cope with them.
Lost and Desperate 
Here’s a thoughtfully crafted comment based on your requirements:
This is such an insightful perspective on the challenges faced by L&D professionals! I completely agree that training is often seen as a quick fix, but it rarely addresses the deeper issues at play, such as leadership gaps or systemic management challenges. Your point about supporting managers to better manage their teams is crucial—strong management can often prevent these issues from escalating in the first place.
I’d be curious to know your thoughts on incorporating structured management training programs or leadership development workshops into organizations as a preventative measure rather than a reactionary one. Have you seen any successful case studies where proactive training made a noticeable difference?
Looking forward to hearing more from this blog—it’s a great resource for anyone involved in leadership and development!
Executive Management Training Programs
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