Why Training is Different from Development (And Why it Matters for Modern Leaders)
Moving beyond technical training to foster long term leadership development.
Leadership is an "always on" role, and because everyone is watching, we tend to stay focused on immediate results. We look for the quickest way to get a team member up to speed, which usually leads us straight to a training manual. But there is a distinct difference between giving someone the "how-to" and helping them understand the "why." Training and development both play critical roles in long-term success, but they require a different mindset from you as a leader if you want to make a lasting impact.
Training and development are two of my favorite topics. I recall many years back talking about them during separate interviews. There had been an internal position available for an Area Training Manager which I was very interested in. Shortly after that, another District Manager position became available for which I applied as well. Some of the interviewers for the positions were the same. I was challenged that I was interviewing for every job—why? Which one was I committed to?
I was interested in both positions, but my response clarified what I truly wanted. The Area Training Manager role would satisfy my passion for training. I could develop programs and help associates gain the skills they needed to excel. But in that moment, I realized I could do something more: I could develop and build a team.
Training and development go hand in hand, but they are distinctly different. As District Manager, I could still train and share knowledge. More importantly, I could help develop leadership skills. I had done this as a Store Manager, and this role would give me a broader platform to build something beyond training programs.
Development is an activity that aspiring leaders want to do. Development is about personal growth.
The Role of Training and Development
The difference between the two lies in their application. Development focuses on the WHY and WHAT of your activities—vision, purpose, and motivation. It's about personal growth, something aspiring leaders genuinely want to pursue. Training, on the other hand, is the HOW. It provides the information and skills needed to do your job effectively, transferring the knowledge required for your specific role.
In a world quickly becoming more driven by technology and AI, the value of this distinction is increasing. Training is becoming more automated. AI can analyze data, suggest solutions, and provide technical "how-to" instructions better than ever. But AI cannot emulate the care that humans show toward other humans. It cannot provide the "why" that connects an associate to a bigger purpose.
I must stress that there is a role for each. I see training as a critical aspect of development itself. Development still requires the transfer of new knowledge. From there, that knowledge must be transformed into repeatable actions and behaviors. That is the development component, the piece that takes time, effort, and practice to transition from knowledge to action.
Confidence vs. Competence
Training builds competence, which is the ability to do something successfully and efficiently. But development builds confidence, which is a belief in what you stand for and a willingness to stay open to new ideas. While a machine can be programmed for competence, only a leader can nurture confidence in another person.
Our role as leaders is to create an environment in which training can play the role it needs, and development embeds that knowledge. This is where the Vision, Intention, and Enable (VIE) framework comes into play:
Vision: Paint a vivid picture of success so clear it pulls your team forward.
Intention: Make the conscious decision to move from "I hope this happens" to "I am making this happen" through your coaching.
Enable: Provide the necessary training, tools, and resources to bring that vision to life.
When I was answering that question about the District Manager role, this is what I was speaking to. I didn’t know it at the time, but my goal was not just to transfer knowledge through training, but to use my role to make training something more. It was about helping to build strong, future leaders who would take information and turn it into result-producing behaviors.
How do you see training and development as separate but equally important aspects of your role as a leader?
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