Workplace training falls into two categories: on-the-job experience or formal classroom-based learning activities. Together, they offer a comprehensive approach to development, enabling employees to gain the right knowledge and practical skills to perform well and grow in their roles. External training offered by experts is often seen as more official and higher quality, although this is somewhat of a misconception. It is also not the most efficient method for building capability, as it is rarely tailored to individual staff development needs and can be expensive, quickly depleting available budgets.
In most cases, training delivered internally is much stronger. The powerful impact the working environment has on learning and development should never be underestimated. To overlook this significance risks disregarding the valuable lessons each colleague can share and the growth that results from everyday observations, interactions, and practical, hands-on experience.
Nor should we underestimate the complexity of the roles we require staff to undertake, or the sophisticated skills needed to perform them effectively. Each task requires a mix of technical, practical, cognitive, and behavioural skills. To execute their roles, staff will need to draw on knowledge of organisational policies, processes, procedures, internal systems, workflow patterns, industry-specific regulations, professional expectations, and a broad understanding of our occupational sector. When we examine these requirements, it becomes clear how skilled our staff must be to operate effectively and ensure the business continues to run.
Competence, productivity, and confidence increase not only from the theoretical knowledge staff may gain through qualifications, short courses, or workshops, but also from practical experience and immersion in our organisation’s culture. Formal learning is great for understanding the specialist knowledge underpinning practice, but it is fairly limited in preparing staff to deal with the realities of context-specific working life and the challenges it brings within a unique organisation. No formal training can fully replicate the lived experience that comes with doing. Action and day-to-day encounters provide the context that makes formal learning meaningful, relevant and applicable.
Professionalism and proficiency stem from adaptability and ongoing learning. Expertise develops through consistent practice, collaboration, and learning from errors—fostering good habits, work ethics, emotional intelligence, efficient time management, attention to detail, accountability and a dedication to quality and customer service.
If we count ourselves lucky enough to have staff who display these attributes, then we have a wealth of practical knowledge and experience that is a valuable resource. By recognising and harnessing this internal wisdom and expertise, we can unlock significant potential for developing both new and existing team members, making our business stronger, more capable, productive and efficient.
Existing staff make the best trainers, simply because they have done the job themselves and understand what works and what it really takes to do it well in various situations. However, we risk wasting this potential without the right support, structure and recognition.
To help us make the most of our talented team, this article shares important considerations, explains why they matter, and offers simple action steps to support ongoing staff-led training.
Training doesn’t have to come from one expert. The most effective collaborative environments are built on people sharing what they know well, what they are good at, be that a technical skill or a process they have mastered. Every member of our team will have their own strengths, possess specialist subject knowledge, or be adept at learning new things and happy to share so others become more proficient and remain up to date. By identifying team members’ strengths, we can assign specific training responsibilities, such as instructional roles, workshop delivery, or peer mentoring. This allows our staff to learn from experts while staff trainers engage in roles they are comfortable with.
As well as being effective communicators, trainers need to be positive role models who can push themselves and others beyond their comfort zones in order to grow. If we want new or existing staff to copy what they see, what they see needs to be worth copying. Good role models build trust by consistently demonstrating their values and integrity through their words and actions. As a result, team members are less likely to develop bad habits, poor communication styles, or negative attitudes. When trainers exemplify professionalism, other staff will also strive for excellence and support each other’s development, ultimately raising the overall standard of the team and organisation.
Just because people excel at their job doesn’t mean they are automatically effective at training others; that does not imply their skills are wholly inadequate or can’t be enhanced. Staff who take on training roles will need some training themselves, but not in the way people assume. They don’t need to become professional teachers, but it’s important that they receive support to share their expertise: to transfer knowledge clearly, break things down, assess performance, provide feedback, and support diverse learners.
Invest in training trainers. Good external training can elevate the skills of many within your team. Better trainers result in improved learning experiences, performance, and outcomes. Since most on-the-job training falls into the category of microteaching, which is characterised by short, focused bursts of formal instruction or practical guidance embedded within day-to-day practices, it is possible to support trainers without formal courses by using a simple framework that defines objectives and offers strategies for constructive, facilitative actions and feedback.
Being skilled doesn’t mean people are willing to train others. Reluctance often isn’t about laziness; it usually stems from a lack of confidence or capacity to take on anything else. Perceptions of having no time are often based on mistaken assumptions that there will be an expectation to fulfil the training role within existing schedules without any workload adjustments. Our strategy here must be to remove barriers and create a culture that legitimises, protects and values learning and development, ensuring staff can ring-fence time to step away from their roles to prepare and deliver training. If training responsibilities are perceived as an added burden, both the quality of work and the quality of training quickly decline.
The most capable individuals are often the least confident when it comes to training others. Imposter syndrome is common, believing there is more to know and that others know more, which leads potential trainers to question whether what they know would be of value. The thing is, once individuals become competent, many skills become automatic, and they forget what they know and what drives their actions and decisions. Everything becomes natural, and with that, they underestimate how much expertise they hold. Individuals lacking confidence often interpret being asked to adopt training roles as a sign of others’ unwillingness. Part of our job here is to build and reframe the narrative by reinforcing the value of their expertise and contributions through their competence.
With multiple trainers, training standards can vary. The impact on trainees is mixed messages, inconsistent expectations, and habits that don’t align with organisational standards or safe practices. To achieve quality, safety and consistency, we need to ensure that trainers receive clear guidance on what should be delivered, which standards to follow, and the outcomes, behaviours and development we wish to see in staff after training is complete. However, differences in expression, creativity and style of delivery need to be accommodated and celebrated, for they add value to the learning experience. It is often through these that engagement, innovation, responsibility, and ownership of the training role arise.
No training should take place without support or recognition; we can’t sit back and expect staff to get on with it. If we want to see results, that means we must invest in the process and actively support trainers by offering time to prepare and organise their approach. It is through guidance, resources, and opportunities to practice that skills are refined and training confidence and competence are established. We need to stay informed and seek feedback; this is the only way to understand what is happening, what works, what doesn’t, and what needs to change to achieve our goal of building a knowledgeable, competent, and professional workforce. Moreover, it enables us to understand the effort individuals put in, so we can acknowledge this in a meaningful way by celebrating success, rewarding excellence and encouraging continuous improvement. This significantly helps individuals feel appreciated, motivating them to contribute more fully to training and development.
By encouraging staff to share their knowledge and experiences, we can create an environment where learning and development are part of the norm. People tend to feel more at ease when learning from colleagues they know and trust, especially those who have hands-on experience in the role they are expected too are expected to undertake. Trainers who genuinely understand the job and its nuances relate better to the trainees’ experiences, which not only boosts psychological safety but also ensures that training is grounded in real-world practice. This familiarity encourages open dialogue, questions, honest feedback, and practical guidance, making the learning and development process more effective, supportive, and conducive to continuous improvement.
Enhancing interactions and engagement in training boosts employees’ sense of value and belonging. When we recognise and value ability, trust our employees to train others, and remove barriers and provide structure, they gain confidence in their ability to facilitate learning and development, ensuring knowledge is transferred effectively. With active involvement, confidence grows, and connections to our organisation and the team are strengthened. This not only drives motivation and job satisfaction but also supports long-term development and retention. Creating a training culture where everyone’s contribution matters is win-win for development and loyalty.
Delivering training creates simultaneous opportunities to broaden knowledge and expertise. In helping others learn, staff are also honing their own abilities. When we teach others, we deepen our understanding of the subject; moreover, it forces us to confront what we don’t know. To engage in the process, our trainers must listen more, read more and answer questions. In facilitating learning, they build skills that will, for example, shape their emotional intelligence and leadership capacity. The process creates a culture of continuous improvement and encourages everyone to stretch themselves. Through this, we strengthen our organisation’s internal capability and build a workforce prepared for future innovation, business growth, and external challenges. It might surprise us to learn that as we support our trainers’ growth, we’re also nurturing our own personal development, forging stronger connections, and helping create a transformative culture.
Using existing staff as trainers is not only cost-effective but also makes ongoing training sustainable. Relying on internal staff allows us to offer ongoing development opportunities without the costs and logistical difficulties of external training providers. This approach leverages existing expertise and helps embed learning into everyday practices, making it easier to adapt training to the team’s evolving needs. This comes with a caveat: it is only cost-effective and sustainable if trainers are well-trained, mentored and supported; otherwise, the developmental changes we hope to achieve are unlikely, posing risks to clients, personnel, and our business. If we then need to pay for external trainers or repeat training due to insufficient support or less effective guidance and delivery, it might not be very cost-effective.
Assess skills gap, training and development needs. Consider the most needed skills within the organisation and industry and focus on areas where upskilling will have the greatest impact, even if training is provided to only one or two staff members. Conducting a skills audit to identify gaps in the team’s knowledge or abilities will help clarify areas for development and highlight opportunities for in-house training. Aligning skill development with organisational priorities and business goals will ensure that training is relevant, targeted and effective.
Consider the most effective approach to addressing these training needs. Evaluate the extent of external training support needed for all or part of this, if at all. If opting to keep training internal, determine the most suitable approach: a classroom-style workshop, a tutorial, shadowing, mentorship, hands-on experience, or a combination of these. Consideration will need to be given to the overall duration of the training, when it should take place, how it will, if at all, impact operational activities, and when you expect to see results, bearing in mind that some skills require time to develop through practice.
Consider the resources and budget allocation. Training is not without cost; there will always be some minor costs associated with delivery, and these need to be calculated to ensure they fall within the available budget. Nothing happens without the right resources, whether that is the number of personnel needed for training, physical space, learning and facilitation materials, technology, or other equipment. Identifying these early ensures that resources can be bought, obtained or accessed, making training possible and effective.
Identify which team members already have the knowledge, experience, or strengths needed to deliver training. Mapping current skills and strengths using personal insight and performance data helps identify both those already capable of being effective trainers and those with the potential to become trainers. Focus on practical capability as well as attitude. Staff who consistently demonstrate positive behaviours, strong communication, and professionalism will naturally set the standard for others and can lead by example. Don’t forget to look beyond job titles and length of employment; entry-level staff and newcomers can be a source of inspiration and innovation. They often arrive with a sharper sense of evolving technology and industry trends.
Engage in open conversations with staff about their abilities, interests, and what they enjoy doing. Conversations reveal a lot about perceived strengths and willingness to participate in training. Such discussions often uncover hidden talents, motivations, career aspirations, and the true extent of workloads. Useful information that helps ensure that training facilitation roles align with personal preferences and empowers employees to take ownership of their development, ultimately enhancing engagement and effectiveness without burning anyone out. Training, whether leading it or participating in it, should always inspire and energise, and never drain.
Give clear guidance and support. Work with trainers to ensure training content, methods, and expectations align with organisational goals and safe practices, reducing confusion and promoting quality outcomes. Develop guidance on what trainers should do, how much time they should commit, and what outcomes are expected. Defining expectations ensures consistency, standardisation, and repeatable quality. This way, trainers are not guessing what to include and can focus on delivering a brief that showcases their expertise, creativity and facilitative skills. Moreover, clear guidance and standards make it easier to evaluate learner progress and trainer effectiveness, thus supporting continuous improvement in training delivery. Be sure to follow up with trainers to give and receive feedback, explore development opportunities, offer recognition and guide them towards any support they might need. Open conversations help us solve problems more quickly and ensure we provide support right when needed, keeping training standards high.
Establish robust mechanisms for monitoring and evaluating training effectiveness. Training should always have a clear purpose, but without evaluation, it becomes just an activity rather than an opportunity to assess subsequent development. Evaluation provides a means to assess quality and outcomes, as well as further development needs. Training often reveals other areas for improvement. This valuable information can be used to shape and enhance future training plans. Evaluation doesn’t have to be a complicated activity; a simple survey or reflective conversations can offer insight into skill development, increased confidence, and competence.
If we can empower staff to take an active role in training, it not only boosts individual confidence and skills but also enhances the organisation. By aligning business goals with a needs analysis and investing in clear guidance, open conversations, and ongoing support, we can cultivate a culture of continuous improvement, collaboration, and innovation. This creates a strong foundation for a successful staff-led training programme that motivates and uplifts everyone involved, including ourselves. Ultimately, when everyone is encouraged to grow and share their expertise, both personal development and organisational success are secured, making staff-led training an effective, sustainable and cost-effective way to achieve our business goals and objectives.
This article is part of a blog-to-book journey—a project designed not just to inform, but to generate conversation and engagement in my third book, “Train Better: Spend Less.” A practical toolkit for business leaders committed to cultivating professionalism through ongoing staff development, even when resources are stretched to their limit. If you’re keen to build a professional workforce that’s astute and adaptable, stay tuned; more insights and creative ideas on how to make the best use of existing resources are coming.
Thank you for taking the time to read this article. As always, your thoughts and feedback are welcome. Whether it’s a question, a shared insight, a suggestion for improvement, or a request to cover a particular topic in my blog series, please do get in touch.
Written by Dr Cheryl Whiting, EdD, © April 2026
Hello and welcome to the first instalment of my blog-to-book journey—a project designed not just to inform, but to generate conversation and engagement in my upcoming third book, “Train Better: Spend Less.” A practical toolkit for business leaders committed to cultivating professionalism through ongoing staff development, even when resources are stretched to their limit. If you’re keen to build a professional workforce that’s astute and adaptable, read on and stay tuned; more insights and creative ideas on how to make the best use of existing resources are coming.
The question on my mind this week is: Why do good intentions around training and development so often fizzle out?
Most of us would agree that training and development are very important.
It’s clear to us all: knowledge quickly becomes outdated, and skills fade or lose their relevance over time. Every day, we see how qualified, trained staff work productively and confidently, make fewer mistakes, and keep accidents and compliance issues at bay.
We know that if staff don’t remain sharp and adaptable, we risk getting left behind as the world races ahead. We also worry that our brightest, most innovative, and loyal team members may be drawn away by more inspiring opportunities elsewhere. A nightmare that strikes at both our hearts and our pockets.
With all this in mind, it’s obvious why training matters. Yet, unless it’s mandatory or lives depend on it, training rarely feels urgent. So, while we wholeheartedly believe in its value, all too often, it’s pushed to the bottom of the pile.
The very thing we value is often sacrificed.
This is not because we don’t care, but because the relentless pace of daily tasks, ingrained workplace habits, and financial pressures push it further down the list of priorities. As a result, training slips quietly into the background, overshadowed by everything else demanding our immediate attention.
With urgent deadlines looming and targets to meet, training becomes the thing we’ll get to when it’s quieter—but these moments never arrive. Taking staff away from their desks for personal development feels almost impossible when every pair of hands is needed, and finding cover or creating downtime is a juggling act few are willing to attempt.
Then there’s the classic “if it isn’t broke, don’t fix it” mindset. Unless staff are struggling, it’s tempting to believe yesterday’s approach will also see us through tomorrow. But that attitude can hold us back and allow us to pretend there is no need for improvement.
Even when we recognise there’s scope for enhancement, the real challenge lies in overcoming the capability gap by finding and shaping training opportunities that genuinely feel like personal and professional growth, not a box-ticking exercise or remediation.
Nor can we ignore the elephant in the room: training costs money, and its benefits aren’t always clear-cut. Measuring success or impact can be tricky, and without obvious results, it’s hard to justify the investment. Worse still, training can be uninspiring, generic, or poorly organised; it’s no wonder we doubt its ability to meet our business needs and drive the change and growth we hope for.
The key issue is that although we say training is valuable, our actions often paint a different picture, as we let practical challenges and ingrained behaviours push it aside.
So, what is it about our own circumstances that creates that gap?
The response to this question mainly depends on where we place ourselves on the spectrum between valuing training and development, creating room for it, and dedicating adequate resources to it.
This is not intended as a judgment but rather as an honest check-in.
Training and development, of course, come in many forms, whether it’s formal, classroom-based instruction, practical on-the-job training, or social, collaborative mentorship. A lack of training and development is not without reason. If we can identify our position and understand the root cause, we can begin to address the issue.
The answer gives us a starting point for deciding what needs to change, what support is needed, and which conversations are needed to move forward with a training and development strategy that closes the gap between intention and action.
Our approach to training and development should not focus solely on providing more training; it should ensure that the right skills are developed in the right people, at the right time and in the right way. Any training, whether delivered internally or externally, needs to be purposeful, targeted and aligned with our business needs and the personal and professional development we want staff to achieve.
What matters is that we find ways to prioritise staff development. This sends a clear message that staff potential is valuable and that our business is dedicated to thriving in a fast-paced environment. The journey will almost certainly require commitment and changes to habits, but the rewards—greater engagement, creativity, future success, and stability—will be worth it. It is often through small, manageable steps that we achieve our business goals: Training and development is no different. We see real changes in staff skills and a culture that values learning when we close the gap, and that gap is almost always closed through steady, intentional growth.
The question is: Are you ready to turn training and development into something you do, not something you promise?
If so, connect or follow me on LinkedIn for updates and articles focused on making ongoing training and development a reality through the optimal use of resources.
Written by Dr Cheryl Whiting, EdD, © March 2026
Thank you for taking the time to read this article. As always, your thoughts and feedback are welcome. Whether it’s a question, a shared insight, a suggestion for improvement, or a request to cover a particular topic in my blog series, please do get in touch.
February 2026 marked the completion of the first draft of my second book, Professional Collaboration Matters, a sequel to Professionalism Matters, published back in 2023. I cannot believe that I have written ‘the end’ for the second time. The material is by no means perfect, but over the coming months, I’ll be collaborating with editors, proof-readers, and publishers to bring this manuscript to life as a book.
I didn’t originally plan to write two books, but once I started writing, my mind kept generating new ideas. Having begun a literary conversation with Professional Matters, I felt compelled to keep it going, largely because there was so much more left to be said. Furthermore, having bumbled my way through writing the first, I thought it was only fair to have another go, applying what I had learned in the hope of refining my skills, just to be sure success was down to talent, not luck.
As I begin exploring ideas for a third book, I feel that the decision to keep writing isn’t so much a conscious choice as a quiet, inescapable pull towards another book, for reasons I’ll explain below.
Professional development is a topic that refuses to shrink
Having spent the best part of my academic career researching concepts of professionalism and exploring its impact on training, personal development, client satisfaction and outcomes, I thought I knew all there was to know about the subject, but clearly, I was wrong.
Professionalism Matters aimed to blend my academic insights with the real-life experiences of business owners. While interviewing such individuals about building strong client relationships, enhancing credibility, and establishing a positive reputation through professional practice, it became clear I was only scratching the surface. Conversations revealed that building and maintaining strong relationships with collaborative partners were just as important, but required a different set of skills, attitudes, and values. Professionalism remained central, but it appeared and felt different in the context of sustaining shared endeavours and securing long-term collaboration partnerships.
It was a fresh angle, a different theme that invited new questions and a deeper exploration of experiences. Since more detail and more examples would be necessary, the subject of professional collaboration seemed deserving of its own book. Those I interviewed, unknowingly, were already shaping my second book and guiding me towards putting pen to paper.
This wasn’t quite what I expected. I had hoped that after finishing the first book, I could finally sit back and relax, but it turned out to be the opposite. Suddenly, I found myself holding others’ thoughts and perspectives that would probably never come to light unless I articulated them, things I hadn’t even realised needed sharing until that moment. My interviewees were setting me off on a different intellectual journey, giving me a new purpose, so I couldn’t stop the bus even if I wanted to.
Writing develops you into a writer
Nothing prepares you for writing a book more than writing a book. The more you write, the more writing a book becomes less of a project and more of a way of life. My first book was really a warm-up act, a kind of apprenticeship, in which I learnt to write. More than this, I was able to recognise my habits, strengths and weaknesses, discover my creativity, find my voice, make mistakes, practice, and improve my skills. Between the first and the last words, a different writer emerged, who knew how to sustain momentum to create a book worth reading.
The act of writing changed me. By the end of book number one, I was no longer a novice. I had become more efficient and disciplined, confident that, by writing again, I would start from a place where I could refine processes, deepen my understanding, shape my voice, and sharpen my skills to craft a much stronger book.
Writing has become part of my identity
Writing becomes a way of thinking, and thinking naturally leads to writing. Writing for three hours each day is more than just a task; it’s now a fundamental part of my life. Writing has become a habit, and one that I’ve come to realise I love, mainly because writing expands my perspectives, skills, and ambitions, enriching the overall experience. It is a practice that fulfils me, reinforces my belief that my voice matters, and moves me closer to becoming the accomplished author I aspire to be.
Essentially, my first book was an exciting intellectual adventure that led to a second one built on ideas and lessons from the first, yet it is my growing confidence as a writer that motivates me to pursue a third.
The mix of experience, learning, and confidence has changed how I see myself
I am no longer just someone who writes, but a writer. I’ve learned to trust my ideas and voice, which gives me the confidence to pursue a new creative challenge that adopts a very distinctive approach, which until now didn’t feel possible.
In my earlier work, interviewing people made perfect sense; I was using their thoughts, ideas and examples of practice to strengthen my own point of view. The time is right to try something different, and instead of collecting others’ voices, I’m going to reclaim my own. For my third book, I will return to my core expertise: vocational education and training. As an educator, I am already sitting on work that deserves a second life and a coherent narrative. So, with a working title of ‘Train better, spend less’, it will be a book that draws on decades of personal knowledge and experience to help businesses maximise opportunities for staff development, even when budgets are tight.
Early days yet, and ideas are still embryonic; nonetheless, I’m going to take the brave step of making this a living project by adopting a blog-to-book approach. If there is one thing I wholeheartedly appreciated about my first two books, it was sharing the journey with others. My interviewees certainly kept me accountable and connected, offering encouragement and valuable feedback along the way. Not wanting to lose all that keeps the momentum going, I’m turning book number three into a shared journey through regular blog posts so everyone can follow my progress, comment, and apply what I am sharing without waiting until the end of the book.
My books are not just ideas and words; they are a journey of personal growth and discovery
A blog-to-book approach seems like a perfect way to share my progress and creativity, whilst changing practices and inspiring others. If you have ever felt the urge to share your story or feel you have a book in you, that’s just waiting to be written, then I encourage you to follow my lead. If you’re looking for further guidance and motivation, then do check out my blog “Thinking of writing a book? Here are 5 top tips to get you started.”
Regardless of your interest in professional development or writing, stay tuned for updates on my new writing adventure and the publication of my second book, Professional Collaboration Matters (out soon!) If you haven’t yet checked out Professionalism Matters, click here and find out more.
Here’s hoping as my journey continues, yours begins.
As always, your thoughts and comments on anything I write are most welcome, so please do contact me.
For all businesses, whether product- or service-based, acquiring new clients in a competitive market is tricky; retaining them can be even more challenging. And yet, loyal clients minimise financial strain, increase revenue, enhance our reputation, and create a highly influential fan base that attracts new clients. Client loyalty is a key factor in our success, so it is essential for us to explore ways to nurture it.
Click the link below to read more about how our core professional values significantly impact client retention and business success, and why they matter. An article first published in SME Today: April 2025
The journey to success is never without its challenges. It takes a great deal of physical and mental effort to get where we want to be and navigate the various obstacles that stand in our way. One thing that always strikes me is how soon those challenges are forgotten. Whether we are setting up in business for the first time or embarking on new business ventures, there is never an easy way. No matter how experienced we are, there will be times when we make mistakes, do something we regret, or mess up big time. Yet few in business ever talk about these experiences. It is as if failure is a dirty word.
No one likes to talk about it because no one wants to expose how they wandered around clueless because they had no plan A or plan B. Or how they overestimated their skill set, nosedived because they misread the market, or lost huge profits because they took bad advice. Instead, people cancel out their ineffectiveness by giving the impression that they have sharp business acumen, are nigh on perfect, and fast becoming living legends. Of course, it is all in their mind’s eye, but with such swagger, it is easy to get sucked into believing that the luck everyone else seems to have has somehow passed us by.
We can also easily talk ourselves out of something because we fear failure. If we fear failure, we set ourselves up to fail, mainly because we never begin to try. Whatever our ambitions, we are always going to be tested. There are elements of uncertainty in every situation. If we want success, we must believe we can see it through.
There are 4 things worth remembering
Blunders and oversights are all part and parcel of being in business. It is just that some people prefer to sweep it under the carpet and keep up the pretence rather than admit their struggles. It is easy to see why people do this. Aside from the pressure to prove themselves capable, no one wants to feel like they are washing their dirty laundry in public. The stigma associated with defeat leads us to think that if word gets out that we have made mistakes, we damage the faith people have in us and our reputation too. This is a flawed way of thinking because people value authenticity. We get greater respect when we show ourselves to be human like everyone else than we do pretending to be perfect because pretending only ever raises suspicion.
We might occasionally get it wrong, but if we are still in business, we are still here to tell the tale. It is all a matter of perspective. We have not totally failed; we just happen to have been unsuccessful and subsequently managed to put things right. To straighten things out, we will have understood where we went wrong. We will have picked ourselves up, dusted ourselves down, reflected, and re-evaluated our actions. As we started again, we took advice, sought guidance, adopted a different approach, and steered ourselves on a course of action that did bring success.
By having the courage to continue, we demonstrate our capacity to take it on the chin and not give up. We get to prove we have a growth mindset and are responsible and resilient enough to see our way out of a sticky situation. In all respects, we have acted with professionalism. This means we have not one but two stories worth telling. Not only did we slip up, but we also weathered the harsh conditions, turned things around, moved on, and came out the other side better and stronger. It is incredibly admirable, and if we can be proud of it, others no doubt will be too.
Each setback is a lesson through which we learn and move closer to success. Many of us would not be where we are today were it not for the wisdom and support people gave us along the way. Being open and transparent about setbacks and failures is a way of giving back to the business community that supported us. By sharing, we help colleagues and fellow business owners. We often overlook the fact that others have similar experiences and can potentially fall into the same traps as us. Through hindsight, we can guide others away from making the same mistakes. Moreover, we can reassuringly show that our misjudgements are not as ill-fated and damaging as they might initially seem. Because as we have discovered there is a professional way out of it all that allows us to proudly emerge with our dignity and reputation intact.
By offering candid insight into our shortcomings, we show ourselves to be responsible and accountable and make our honesty and transparency more visible. We all want to be the best, but our desire to prove it can see us falling into the trap of wanting to be perfect and since no one is, we risk undermining our credibility.
We often overlook that fact that our stories are a powerful narrative that can inspire others. They can change how failure is perceived and help shape a culture that values authenticity. Through this we can help bring honesty and transparency to the forefront of other people’s professional behaviour.
This article was written by Dr Cheryl Whiting the author of Professionalism Matters: Practical Ways to Enhance Credibility and Reputation. Professionalism Matters is an all-inclusive guide gets to the heart of what it takes to be a professional and stand out as someone with integrity.
You can read more about the importance of honesty and transparency in chapter 4 of the book which is published by Tantamount Books Ltd and available to purchase on Amazon. The link here provides further details of the content and an opportunity to read small sections of the work and reader reviews https://www.amazon.co.uk/dp/1909929956/
© Dr Cheryl Whiting – September 2024
January is often a time for deep reflection, a contemplative look back at the highs and lows of the past year. As winter hangs heavy, and the years roll on, we are prompted to think about radical forms of self-improvement. The call of ‘now or never’ drives us to make plans to get fit, drink less, learn how to scuba dive or join a theatre group, for example. And so, as we sit on the sofa staring into the empty tub of chocolates, we begin to prioritise the things that matter most over the things that matter least to transform our lives, improve our well-being, rebalance our behaviours or achieve growth on a personal level.
Yet what of our plans for self-improvement on a professional level, are our priorities the same? Are we embracing 2024 with a vision for improvement, or is it a matter of ‘New Year, Same Me’? There’s certainly something to be said for accepting ourselves as we are and persisting with the status quo after it takes a lot of effort to achieve change, and if we demand too much of ourselves we only end up stressed and tired.
In business the idea of ‘new year, same me’ leads to complacency. If we sit back and do nothing we stagnate. The lack of any form of physical or intellectual stimulus makes us vulnerable, particularly if we lack specialist knowledge or social or practical business skills. The fact is, the world around us evolves and we can’t afford to stand still, because in doing so we risk losing our competitive edge and exhausting new business opportunities. If we are to keep pace, protect and strengthen our credibility and reputation we need to refine our talents and sharpen our skilfulness and expertise.
Just as we recognise a need for personal change, so too, must we recognise the need for professional change to be sure of delivering the quality of service our clients desire and expect. New Year is a good time as any to be having a critical conversation with ourselves about professional development needs and unfulfilled aspirations. Reflection offers valuable insight; helping us process our experiences and put things into perspective. It creates self-awareness. It empowers us to believe in ourselves and the talents we have, at the same time allowing us to take control, be strategic and put ourselves on a path that leads to greater professional growth and accomplishment.
Regardless of which attributes and skills we feel the need to hone, self-improvement brings transformation, in which a new version of ourselves will emerge. When we increase our expertise by knowing more or having the skills to do more, we do better because we are better. By demanding more of ourselves we gain and so do our clients.
If we want our business to move forward, onward, and upward we must continually aspire to be our professional best. Professionalism is a strong differentiator, if we are to outshine those around us, we need to be mindful of where there is scope for us to improve and the standards we wish to aim for. Moreover, we must be ready to make these goals a reality and commit to enhancing and developing ourselves accordingly, no matter how challenging this may seem.
In business, ‘new year, same me’ is not an option, because however much we rate our abilities, the ‘same me’ will have limited vision and potential. By prioritising our learning and development we engage in a course of action that sets us apart and enhances our capacity to exemplify professionalism. Quite simply ‘New year, new me’, becomes ‘new year, new me, new fabulous’, and who doesn’t want that acclamation from our clients and contemporaries?
As always, your thoughts and opinions on this piece and any of my articles are welcome and graciously received. Wishing you all continued success throughout 2024
© Dr Cheryl Whiting – January 2024
Professionalism Matters is my first book – a book which has been a long time coming. Although I had published articles in sector-specific magazines and journals I somehow never got around to writing the book people thought I needed to write. Having amassed a wealth of knowledge through reading, researching, and teaching I certainly had some interesting thoughts to share on the subject, but the time never seemed right, until the Covid-19 lockdown came along. With time on my hands it seemed I no longer had an excuse, but that didn’t make starting the process any easier.
I put pen to paper, sketched out a few ideas, and read a few books about how to write a book. Writing a book is a journey, knowing I was likely to be in it for the long -haul I wanted to be fully prepared for the ride and able to navigate any obstacles, twists and turns that I might encounter. Keen to arrive at my destination (of publishing a book that others would want to read) I adopted a strategic approach in order to achieve success in a way which allowed me to enjoy the experience, balance writing alongside work and family, and emerge with my sanity intact.
Here’s what I did, and if you are thinking of writing a book, then I suggest you consider doing the same.
This will help clarify your ideas about the type of book you want to write, who it is for, and why you want to write it. I followed the plan set out in the book ‘From Authority to Authorship’ by Gwyneth Box. This includes a really comprehensive book proposal plan. Completing this helped focus my ideas, so I could start with the endpoint in mind. As I answered the series of questions, I got to explore my expertise, reasons for writing the book, and how it would be of value to my target audience. Moreover, I got to appreciate the scope of the book, its content and format, the commitment required, and my aspirations following its publication. After all, there is no good investing time in writing a book that no one wants to read, you can’t sell and have no long-term plans for. Clarity in the early stages at least ensures you’re heading in the right direction for all the right reasons.
Get a feel for the type of books relating to your subject that are already out there. Chart the key message being portrayed and the audience they appeal to. Note the year of publication, style of writing and how you can relate to what is being said. After doing this I discovered that the market was not saturated with books on professionalism. Those that existed explored social and political perspectives largely aimed at academics, whilst others focused on business etiquette, manners, and the development of skills and were aimed at school leavers or new graduates. The rest were aimed at CEOs of large corporations and presented themselves as an effective tool for management and commercial success. What struck me was that although the books tended to cover similar topics, as a freelancer and small business owner I didn’t recognise myself in any of the books and struggled to relate to the context and the issues explored. Here was the gap in the market that my book could fill. Reading and analysing books already published helps you understand what books are likely to be sitting directly next to yours on the bookshelf in the bookshop. In seeking to understand the competition, it is possible to determine the approach you need to take to be different and stand out.
Writing can be a lonely process without support, and stressful if you are unsure of what you are doing or lacking confidence to do it. Tapping into the ideas, and experiences of others is invaluable, and makes the journey ever pleasurable. There are plenty of book coaches out there, but my advice is to take your time in finding the right one for you. Don’t be afraid to check out their credentials and services to be sure they have sufficient experience in writing and publishing the type of book you wish to write and expect to sell. I met with my book coach once a month, as well as helping me overcome the physical and psychological challenges I faced it also helped me improve the quality of my writing as I went along. Book coaches are a great way of maintaining accountability, staying motivated and on track.
Nothing makes you feel like a writer than being amongst writers. Whether face-to-face or online there is plenty to be gained from others’ experience and expertise. These groups are a source of inspiration and full of people willing to offer advice and share their experiences so you too can develop your writing skills. Personally, the writing community has been nothing but supportive. No matter whether you write fiction or non-fiction, everyone appears to be appreciated simply because they share a passion for writing. You don’t have to be a published author to join a writing group, you just have a desire to write. They are fantastic for expanding your knowledge of writing, publishing, and marketing and can accelerate your journey into authorship. Why not seize the moment by joining me and many others from across the globe for #FriSalon an online Twitter/ X group that engages in writing-related chat on Fridays at 4 pm GMT (11 am EST), its a fun way to learn and engage with an enthusiastic writing community.
People often think that to be a serious writer you need to invest in and install specific writing software packages. Personally, I got by without anything other than pen and paper and Word for Windows, which includes an option to dictate; handy when thoughts emerge faster than you can type. Although I installed Grammarly, an app which corrects and advises on style, grammar and spelling, I stuck with the free version until my draft was complete, opting to upgrade so I could make use of the plagiarism detection tools. The fact is, these apps won’t make your ideas flow any quicker and they won’t write the book for you. Quite simply, get writing! Progression should come before possession. It is much more motivating to see words on a page than it is to have an app with features that you are probably never likely to need or use. Fancy apps and gadgets won’t make you a writer, only writing can do that.
Turning ideas into words can be cognitively challenging. Making a start is often the hardest part. Don’t let this put off. If you have a burning ambition to write a novel or if like me, you are passionate about something and want to reinvent yourself as an authoritative voice on the subject and inspire others to change the way they think and act, then following these 5 simple steps is sure to kickstart your ambition of becoming an author.
As always, I welcome feedback and questions in relation to my articles. If you have something to say on the subject, consider it helpful or have a question to ask, then please feel free to contact me.
© Dr Cheryl Whiting October 2023
Written by Dan Harris
Professionalism Matters, the title of Dr. Cheryl Whiting’s excellent book, is very apt for today’s business world and life in general. Professionalism is a much admired and valued attribute, not only because it signifies so many positive attributes of performance and behaviour, but also because it plays a significant part in defining one’s personal brand, or what used to be called in bygone days, reputation. Achieving and maintaining a high level of professionalism has an intrinsic value like a golden coat of armour protecting you as you advance through your career. However, the consequences of losing the shine of this highly valuable attribute are dire and always make for a sad and unfortunate tale. Professionalism Matters helps build that armour and keep that shine every step of the way.
I’ve been interested in this book since its beginning and have discussed it on many occasions with Cheryl. It’s been a three-hundred-and-sixty-degree exercise in the good, the bad and the ugly of professional life and increased my appreciation of the value that professionalism provides to the individual and his or her colleagues. Cheryl’s decades of professional experience, writing, research and lecturing on the subject have come to fruition in this book, and we are fortunate that she has covered it so competently and comprehensively. If you want to build a promising future for yourself and the organisations you work for, internalise and practice what this book preaches. Cheryl’s writing is also accessible, so you can easily understand and implement her message. In a sense, she engenders the inner voice of the professional, providing insight and knowledge to build your skillset, slalom past obstacles and be the consummate professional you want to be.
From a macro perspective, faith in professions and institutions has been rocked over the decades by scandals and the decline of standards. Examples of institutional malpractice and corrupt behaviour of the police, government officials, religious organisations, corporations, and an inexhaustible list of other professions seem to be increasing at an increasing rate. One would not be remiss for thinking that we’re fulfilling Nietzsche’s theory of ‘will to power’ where arguably professional ethics and standards are merely superficial concepts and our more basic instincts prevail. Hopefully, a book like Professionalism Matters will help lead us to more exemplary behaviour and performance from both individuals and institutions.
The perception of diminishing professional standards may be a grumpy malcontent point of view but it is a challenge facing both business and society, nonetheless. How individuals perform their jobs and organisations conduct themselves are a greater concern than ever before. Professionalism, for instance, is a significant factor when analysing a nation’s productivity and for good reason. Productivity is a key indicator of the strength and health of an economy, and elements of professionalism like values, attitudes, work environment, working practices, and well-being play an important role. Productivity in the UK since the turn of the century has been struggling relative to other industrialised countries. After a series of major events like Brexit, government instability, the COVID pandemic, and the war in Ukraine, the UK is desperate to improve its middle-ranking level of productivity and competitive position among the leading economies. The teachings provided in Professionalism Matters are, therefore, vitally important to helping improve the productivity and performance of the UK and any nation’s economy.
Having worked at various levels of corporate life in the USA and Europe for some of the biggest names in high technology, government and finance, I’ve seen great examples of consummate professionalism as well as dreadful behaviour and performance. It’s a daily challenge to maintain and develop your professional skillset, especially in organisations whose values aren’t rock solid. In those circumstances, it’s difficult to maintain let alone grow that skillset when some of your colleagues don’t adhere to the same high standards. What really matters, however, is not the profession but the values and attitudes each individual holds regardless of job title. This is brought to light throughout Professionalism Matters and will help anyone in any profession achieve high standards and capture the intrinsic value of being a true professional.
There’s also something special about seeking a higher level of professionalism nowadays. It’s basic economics that when a precious commodity is scarce, its value usually goes up. Given diminishing standards and values, being recognised as a person with high professional standards will make you a valuable asset, a provider of high customer satisfaction and enable you to differentiate yourself in a competitive workforce, as promoted throughout this must-read book.
Even if you are a good, positive, hard-working individual, challenges in working life are ever present and that’s why Professionalism Matters is so valuable. Read it, enjoy it, and keep it close to hand throughout your career.
Dan Harris – Vice President, Cheltenham Chamber of Commerce is a Podcast Host, ‘Over Here, Over There’, and Director, HymnSheet Ltd.
© Dan Harris – May 2023, Professionalism Matters, Tantamount August 2023
Everyone wants respect. Our clients want respect, and so do our business associates and fellow networkers. Yet there is a combination of expectations. Everyone wants the same thing, but at the same time, everyone wants different things. Our clients arrive expecting a warm welcome that leaves them feeling happy, safe, and valued. At the same time, they want a personalised service that aligns with their individual needs. They anticipate the personal touch on two levels. First, clients expect to be given respectful attention. They count on being shown courtesy and kindness and envisage that we will treat them equitably and fairly. Second, they hope we will make them feel special by respecting their differences.
It is within us all to act in such ways, but it is not always within us to do it with sincerity. We can all pretend to be friendly and suck up to people to get their business. However, clients will soon see through this pretence; in the longer term, this will not serve us or our business well. The respect we show must be genuine and naturally come from the heart. To be professional, there must be sincerity behind our words and actions and an appreciation of what it is like to stand in our clients’ shoes. This means we must understand the type of service they expect to receive and be ready to deliver it. Clients are confidently reassured when we have a passion for what we do, a strong desire to help, and a genuine interest in them, over and above ourselves or our profits. If clients are to trust us, they must believe we
are acting with feeling. What we express on the outside must match what we feel on the inside if we are to be considered authentic.
We can only give attention and make clients feel special when we genuinely appreciate them for who they are and are concerned with meeting their individual needs. To show respect with sincerity, we must get to know our clients personally. As professionals, we must do this with an open mind and suspend our assumptions about our clients’ expectations. This is important because, to others, the world is not as we see it. It is wrong to assume that our behaviour is universally accepted as the right way to conduct oneself.
Only when we get to know our clients on a much deeper level do we begin to increase our understanding of their situation, feelings, and frame of mind. With this comes insight into their values and the extent to which we have personal or cultural similarities and differences. Consequently, we begin to see our clients as individuals and to acknowledge and accept them as such. The insight we gain increases our ability to understand our clients and recognise their customs and values. This assists in overcoming personal prejudice and biases.
Only when we begin to see things through the eyes of others can we respond with sensitivity and respect and be more aware of what actions are appropriate and those that are likely to offend. The personal discoveries we make through our interactions are significant and serve as an extension of our knowledge and expertise. In seeking to understand, we improve our ability to interact, relate to our clients, and flexibly adapt to their needs. This lessens the chances of any misunderstanding and helps us be more respectful towards our clients, which in turn enhances their respect for us.
Extract from the book Professionalism Matters, Chapter 6– Dignity and Respect. Published by Tantamount. © Dr Cheryl E Whiting, August 2023.
The first rule of professional excellence is that ‘good enough’ is not good enough. When we accept good enough, we impose limitations on ourselves and our expectations. This holds us back, prevents progress, and limits our potential. If we want success and the recognition that comes with it, we must raise the bar, be pioneers and demand more of ourselves. This means setting higher standards and rising to the challenge of doing whatever it takes to make it happen, even when what it takes is complex. If we are to strive for excellence, we need to lead the way by putting ourselves on a very different path from others. When we pursue and model excellence, we become trailblazers. We set the quality and standards for others to follow and raise the bar entirely.
Anyone who has ever attended a business award ceremony knows these are auspicious occasions. Rightly so, because any success brought about by going above and beyond in terms of quality and standards deserves to be recognised and celebrated. However, excellence is not about winning awards. It is about pursuing a higher purpose: that of self-improvement, doing better and being better. Our award winners will have challenged themselves to do just that. It is this which will have led to their success. Having already committed to pursuing excellence within practice, the award is like a cherry on top of the cake. This formal recognition brings the winners a more profound level of satisfaction for something they were already enthusiastic about and dedicated to.
Before anyone gets too disheartened by the absence of a gilt-edged award on the shelf, it is worth remembering that recognition of excellence comes in many ways. The certificates of achievement and accreditation we acquire attest to our compliance with industry and quality standards. The positive online client review, which describes how we delivered as promised, the recommendation that brought us new clients, and the thank you card and gift expressing gratitude for our expertise and efficiency all validate our pursuit of excellence. Any form of recognition and appreciation that recognises quality, innovation, the effectiveness of our commercial endeavours, and service to clients, is worth shouting about, not least because best practice inspires others to follow suit.
Excellence is, however, transient. Past success does not necessarily define future success. As any athlete will tell you, you are only ever as good as your last race. Their dash to the finish line in record time, lengths ahead of their fellow competitors, represents the outcome of months, maybe even years, of arduous training to achieve a much sought-after personal ambition. Throughout this process, they have challenged themselves to be better than they were the day before. It is this which has led them to achieve success. However, to stay on top of the game and keep winning, they must keep training and pushing themselves to be better, fitter, and stronger. Why? Because there are other athletes out there desperate to catch them up and pass them by.
It is the same in business. The glory of any momentous achievement will only ever be short-lived. Unless we aspire and commit to the continual pursuit of excellence, the competition will quickly muscle in to steal our glory and our clients.
Extract from the book Professionalism Matters, Chapter 8 – Professional Excellence. Published by Tantamount. © Dr Cheryl E Whiting, August 2023.
