Are you tackling a WILL DO problem with a KNOW HOW approach?

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Understanding the Difference Between “Know-How” and “Will-Do”

In the realm of professional development, there is a critical distinction between “know-how” and “will-do.” While these terms might seem synonymous, they represent two very different aspects of employee capability. “Know-how” refers to the technical knowledge or skills required to perform a task, whereas “can-do” represents the willingness, courage, and motivation to apply that knowledge effectively in real-world scenarios.

If employees are not performing specific actions due to a lack of know-how, training becomes the obvious solution. However, if the actions are not being performed despite having the knowledge, the root cause might not be a lack of understanding but rather a lack of motivation. This hesitation could stem from various factors, such as fear, challenges in overcoming obstacles, or a general lack of willingness to take the necessary steps.

The Importance of Practical Learning and Development

The value of learning and development within an organization cannot be overstated, particularly when it comes to addressing gaps in know-how. However, it is essential that training goes beyond the theoretical. It is not enough to simply read about a process or skill; it must be practiced and embodied.

Consider the analogy of an actor. Reading a play provides the necessary foundation, but it is the rehearsals—the practice and repetition—that refine the performance. Similarly, reading about a skill or procedure equips an individual with the knowledge, but it is through practical application and experience that this knowledge is fully realized and effective.

Yet, even with this practical know-how, there are times when an individual may still be hesitant to act. This reluctance could be due to a variety of reasons, such as a lack of intrinsic motivation, cultural or environmental barriers, or fear of negative consequences. These factors are equally important to address as they can significantly impact an individual’s ability to perform, regardless of their technical competence.

Beyond Skills: The Role of Mood, Trust, and Support

When conducting a skills analysis, it’s vital to look beyond just competence. It is equally important to consider the mood and emotional state of employees. Understanding technical ability is just one piece of the puzzle. The willingness to use that ability is another.

This willingness is often influenced by the relationships and trust employees have within their team and organization. A supportive environment, where policies, practices, and procedures are designed to empower and protect employees, can make a significant difference. Employees need to feel that they are not alone, navigating the complexities of their roles without the necessary support. They must believe that the infrastructure around them is there to back them up, enabling them to apply their skills with confidence.

Conclusion

In summary, the journey from “know-how” to “will-do” is complex and multifaceted. It requires more than just technical training; it demands a supportive environment that fosters trust, encourages practical application, and addresses the emotional and motivational aspects of performance. As leaders, it is our responsibility to ensure that our teams are not only equipped with the necessary skills but are also empowered and motivated to use them effectively.

#Leadership #EmployeeDevelopment #LearningAndDevelopment #SkillsAnalysis #CorporateCulture #Motivation #WorkplaceSupport #ContinuousImprovement

Tim HJ Rogers
Consult | CoCreate | Deliver

I helped create an environment where success is inevitable whether that’s policies, processes, people, products, profitability or planet. Typical feedback … Tim’s style, manner and pragmatic approach has been very valuable. His contribution will have a positive and lasting effect on the way we work as a team.