When someone says, "We need training," they often mean, "We have a problem." As learning professionals, our job isn't just to create training—it's to solve performance problems. And sometimes, training isn't the answer at all.
These questions are designed to help you dig deeper and uncover the real issues behind training requests. They're meant to be conversational, not confrontational. Think of them as your toolkit for transforming a simple training order into a meaningful discussion about performance improvement.
Use these questions to guide stakeholder conversations, but remember – you don't need to ask all 30 in one sitting! Pick the most relevant to your situation, and let the conversation flow naturally. Your goal is to understand the whole picture: the business context, current performance gaps, environmental factors, and desired outcomes.
Remember: Every "no" to training that leads to a better solution is just as valuable as every "yes" that leads to effective training.
What specifically are people NOT doing now that they should be doing?
This gets to the heart of the performance gap by focusing on observable behaviors rather than vague concepts like "lack of knowledge." It forces stakeholders to be concrete about the actual performance issue rather than jumping to training as a solution. You might discover that people know what to do but face other barriers.
What happens if we do nothing?
By exploring the business impact of inaction, you quantify the real cost and urgency of the problem. This helps prioritize resources and often reveals that the issue is more complex than a simple training need. It also provides baseline metrics for measuring success.
Who is your target audience, and what do they say about this issue?
Understanding who's actually experiencing the performance gap is crucial. Too often, training is designed based on management's perception without input from the actual performers. Their perspective often reveals systemic issues that no amount of training will fix.
Can you tell me about someone who's already doing this well?
This identifies best practices and reveals whether the desired performance is actually achievable under current conditions. If some people are succeeding, the issue might not be a skill gap but rather an environmental or resource problem affecting others.
What are the consequences right now for not doing this correctly?
Understanding current consequences helps determine if there's really a motivation issue. If people aren't experiencing any negative consequences for poor performance, training won't help – you need to address the accountability system.
What's currently making it difficult for people to do this?
This uncovers environmental barriers, resource constraints, and systemic issues that could render training ineffective. Often, you'll find that people know what to do but face obstacles outside their control.
