• The Lost 90%

    By Rob Marr

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  • Enjoy an extract

    "All too often, I have unhappily observed how the way in which most organisations teach doesn’t match the way in which people actually learn. Our experience and common sense have shown us countless times that the most useful way for us to attain a new skill, develop a new competence or build our confidence is through doing something rather than listening to someone."

  • About The Lost 90%

    The best way for us to learn is to get stuck in, get our hands dirty and develop expertise through repeated practice.Think about an experience most of us have had - being taught to drive a car. We don’t learn from the passenger seat: we learn from the driver’s seat. My philosophy is as simple as that.

     

    Yet - in most organisations - that very simple truth is rarely observed. As a result, I sincerely believe that something is fundamentally broken in organisations, that the training and development being provided is not fit for purpose. It doesn’t correlate with how we learn, and even if training is delivered well, the follow-up is usually poor and, in many cases, non-existent. But whatever the delivery method, the simple fact remains - we learn best through personal actions, direct experiences, and immersive activities.

    Having studied analyzing professional growth throughout my career, I know that the percentages allocated to a people’s development should roughly be: 

    1

    10% Training

    This should always be high quality, interactive and blended. There needs to be a single subject, short time frame, or multiple subject, medium time frame. There also needs to be positive stress for real learning to take place.

    2

    20% Mentoring

    This should be consistent, immediate, and balance the constructive and useful with the honest and developmental.

    3

    70% Coaching

    This should be aimed at challenging behaviors in both a positive and developmental way. Coaching should not be based on providing answers but on bringing accountability, responsibility, and ownership.

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    Rob Marr | Founder 

     

    In my time working with organisations over the past 20 years, I’ve observed that there is - very frequently - a ‘cliff edge’. If and when the training is delivered, the development often stops immediately after the training session or course. It’s as if the delivery itself is sufficient and, therefore, a reasonable time for the training journey to legitimately end.

     

    In short, 90% of the development people need to grow, thrive and add value, is either lost or simply not present in the first place. If this was true for any other resource that businesses utilized to achieve their objectives, it would obviously be addressed as a matter of strategic urgency.

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