Manifesto

Why training isn't the problem.

The single idea behind everything I do: training is rarely the problem. Capability is. Here's what that means — and why diagnosis has to come before prescription.

Performance gaps are not the same as training gaps

When something isn't working, the reflex is to assume people need training. Sometimes they do. Far more often, the knowledge and skill are already there — and performance is being held back by something else entirely: unclear roles, weak governance, missing standards, or a structure that quietly works against the outcome.

Training is commissioned before the problem is understood

Courses are easy to buy and easy to count. So organisations commission them early — before anyone has defined the problem, what good looks like, or how success will be measured. The result is activity that feels like progress but rarely moves the outcome.

Capability is a system, not a course

Real capability comes from people, behaviours, governance, leadership, structure, assurance and learning working together. Training is one part of that system. When the other parts are missing, no amount of training will deliver the result — which is exactly why so much training appears to "fail".

Adapted from Gilbert’s Behaviour Engineering Model

The Capability Diagnostic

Eight places to look before you blame the people. Only one is primarily fixed by training, and most real performance problems have causes in two, three or four at once. From the book Training Isn’t Always the Answer.

PERFORMANCE GAP Knowledge & SkillRole & ExpectationsProcess & WorkflowTools & TechnologyResources & CapacityLeadership & ManagementMotivation & IncentivesEnvironment & Culture Primarily fixed by training Usually fixed elsewhere

Diagnosis before prescription

No serious adviser prescribes before they diagnose. The same discipline applies to capability: understand the mission, find the real gap, separate cause from symptom — and only then decide what the right intervention is. Sometimes it's learning. Often it's something more structural.

Adapted from Mager & Pipe

The Should We Train? decision tree

One question, two branches, and a decision you can defend. If people could do it under ideal conditions, training will not fix it. From the book Training Isn’t Always the Answer.

Should We Train? decision tree Could the person perform the task to the required standard under ideal conditions? If no, they can’t: there may be a learning need, once information, task design and practice have been checked. If yes, they can but don’t: the cause is in the environment, such as expectations, feedback, obstacles, consequences, leadership or culture. Performance gap identified Could they do it now, to standard, under ideal conditions? NO CAN’T Possible learning need. Check information, task design and practice first YES CAN, BUT DON’T · NOT A LEARNING NEED Expectations · Feedback · Obstacles Consequences · Leadership & culture

Root causes beat symptoms — every time

Organisations improve fastest when they understand root causes rather than chasing symptoms. It's less comfortable than booking a course, but it's the difference between spending money and building capability that lasts.

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The flagship guide to the Golden Thread, the Capability Diagnostic, root-cause analysis, options appraisal and evaluation, with practical worksheets.

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"Why Training Isn't the Problem" — the manifesto as a short talk for leadership teams. Video coming soon.

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