Are You Solving the Right Problem With Training?

Have you ever stopped to notice what sparks a request for training?

When processes start to break down and results feel less consistent, it becomes clear that something isn’t working, and eventually, the conversation turns to training.

That response often comes from good intentions. Leaders want to solve problems and help their teams. But selecting training without understanding the real cause of the issue can overlook what people really need.

That’s why, before taking action, it’s important to step back and understand the root of the problem.

It’s Easy to See the Symptoms

Most training requests stem from what people notice first. When errors rise, customers become frustrated, or new processes fail to stick, training often seems like the logical next step.

Those signals are real. The challenge is that they describe what is happening, not why.

Root cause thinking involves taking the time to understand what obstructs performance. Sometimes, the cause is a lack of knowledge or skills. Other times, it’s something in the environment, processes, or procedures that stop people from applying what they know.

Consider The Following Scenario

A customer service team completes onboarding for a key new software system that’s required in their daily work. Soon after go-live, supervisors notice more errors and longer service times. A request comes in: “We need refresher training. People didn’t retain what they learned.”

Before building anything, the learning team or business analysis group takes a closer look.

They spend time with employees and observe how work is actually getting done. What they find is revealing. People understand the basics of the system, but problems arise when work is rushed. Required fields are easy to overlook. To keep pace, agents create shortcuts that skip important steps.

The problem isn’t that people forget the training; it’s that the system and workflow make it difficult to apply what they already know.

In this case, additional training wouldn’t address the issue. Small adjustments (clear prompts, simple job aids, and a few process tweaks) would significantly boost performance.

Why This Approach Builds Better Outcomes

When teams take the time to understand what’s truly causing a problem, conversations shift.

Instead of debating whether the training was sufficient, teams focus on what employees need to succeed. Solutions become more targeted, and training is used where it provides value.

This isn’t about denying training requests. It’s about making sure training is the correct solution.

A Simple Way to Think About the Real Cause

Before committing to a training solution, slow the conversation down to ask better questions. You don’t need a formal model or a technical background to get to the real issue. You just need to ask better questions.

Start by investigating what’s happening at work.

• Do people clearly understand what’s expected of them?

• Have they done this successfully before?

• Does the issue show up consistently, or only under certain conditions?

• Is something in the process, system, or environment making the work harder?

• Are managers reinforcing the behaviors that matter most?

• If performance improved tomorrow, what would actually be different?

  
  

When answers reveal confusion, missing knowledge, or skill gaps, training may be the right next step. When they point to workflow challenges, unclear expectations, or a lack of reinforcement, training alone is unlikely to solve the problem.

When Training Is the Right Answer

Root cause thinking doesn’t rule out training. In some cases, it confirms the need for it.

Consider newly promoted supervisors who are struggling to give feedback. They avoid the conversations that involve giving feedback. Expectations aren’t consistently applied. Team engagement begins to slip.

A closer look reveals that these supervisors were never taught to give feedback. They don’t share a common approach, and they haven’t had a chance to practice in a safe, supportive setting.

In this case, training focused on feedback skills, paired with on-the-job practice, is exactly what’s needed. Training works because it addresses a clear skill gap, not because it was the default response.

Choosing Solutions That Match the Need

Once the real issue is clear, the right solutions emerge.

Sometimes that means targeted training. Other times, it involves process changes, system improvements, clearer guidance, or stronger management support. Often, it’s a mix, especially as new processes are developed and new skills are required.

Taking time to understand the real cause doesn’t slow the learning process. It makes learning more effective.

When training addresses genuine needs, it’s relevant and easier to apply and sustain. And when teams diagnose before they design, learning actually supports the business and becomes more meaningful and trusted.

If you’re ready to slow down, ask better questions, and make more intentional choices about training, we’re always glad to continue the conversation.