Why Training Is a Strategic Advantage: Deming's Point #6 for Small Business Success
One of the most expensive myths in business is this:
"People will figure it out."
Sometimes they do.
But more often, they develop workarounds, create inconsistencies, repeat mistakes, and become frustrated trying to succeed without the tools they need.
That's why Deming included Point #6: Institute Training on the Job in his 14 Points for Management.
Deming believed that people are part of the system, and if we expect great results from people, we must provide the training, knowledge, and support needed for success. He famously argued that "best efforts are not enough" if people don't know what to do.
For small businesses, this principle is incredibly important.
The Training Mistake Many Small Businesses Make
Most small businesses don't intentionally neglect training.
They're simply busy.
A new employee starts.
Someone shows them the basics.
A few instructions are given.
Then everyone gets back to work.
The assumption becomes:
"They'll learn as they go."
The problem is that "learning as we go" often creates variation.
Different people perform the same task differently.
Processes become inconsistent.
Customers receive different experiences.
Quality fluctuates.
As the business grows, these issues multiply.
Deming recognized that training is not an expense.
It's an investment in the system.
Why This Matters Even More for Small Businesses
Large organizations can sometimes absorb mistakes.
Small businesses often cannot.
One employee making avoidable mistakes can impact:
- Customer satisfaction
- Delivery performance
- Team productivity
- Profitability
- Company reputation
This makes effective training a competitive advantage.
When employees are properly trained:
- ✅ Quality improves
- ✅ Confidence increases
- ✅ Rework decreases
- ✅ Customers receive more consistent service
- ✅ Managers spend less time firefighting
A Real-World Example: The Ritz-Carlton
The Ritz-Carlton is widely recognized for delivering a remarkably consistent customer experience across its properties.
That consistency is not an accident.
It's the result of a deliberate commitment to training, onboarding, certification, coaching, and continuous learning. The company aligns training with its service standards, measures competency, and reinforces learning through coaching and ongoing development.
New employees are paired with learning coaches and certified in core job competencies. Training isn't viewed as a one-time event.
It's treated as an ongoing part of how the organization operates.
The lesson for small businesses isn't to copy a luxury hotel.
The lesson is to recognize that exceptional performance rarely occurs by accident.
It is usually the result of intentional training and reinforcement.
Training Is About More Than Skills
Many leaders think training means teaching someone how to do a task.
Deming would likely argue that it's also important to teach:
- Why the work matters
- How the process works
- How to identify problems
- How to improve the system
- How their work affects customers
When people understand the why, they make better decisions.
Five Practical Actions for Small Business Leaders
1. Standardize Your Training
Don't rely solely on verbal instructions.
Create:
- Checklists
- Work instructions
- Videos
- Process guides
Make training repeatable.
2. Identify Your Critical Skills
Ask:
What skills are absolutely necessary for success in this role?
Focus training efforts there first.
3. Pair New Employees with Top Performers
Your best performers often possess valuable knowledge that isn't documented.
Create opportunities for coaching and mentoring.
4. Schedule Ongoing Training
Training should not end after onboarding.
Set aside time monthly or quarterly for:
- Skill development
- Process updates
- Cross-training
- Problem solving
Deming emphasized continuous learning rather than one-time instruction.
5. Train Leaders Too
Many organizations train employees but neglect managers.
Leadership training often produces some of the highest returns because managers influence systems, culture, and performance every day.
What This Means for Growth
Many businesses struggle to scale because important knowledge exists only inside a few people's heads.
When those employees leave, the business suffers.
Training helps turn knowledge into an organizational asset instead of an individual asset.
That's one reason great organizations invest heavily in developing people.
The more your business depends on systems rather than memory, the easier growth becomes.
Final Thought
When mistakes happen, many leaders ask:
"Why didn't they do it correctly?"
A better question might be:
"Did we train them well enough to succeed?"
Deming's Point #6 reminds us that most people want to do good work.
Our responsibility as leaders is to create the conditions that allow them to do so.
Training isn't just about teaching tasks.
It's about building a stronger business.
Reflection Question
What's one skill or process in your organization that would benefit from better training or documentation?