The Questions Every L&D Professional Should Ask Before Saying Yes!

Not Every Performance Problem Is a Training Problem

Years ago, I got a call from an operations leader who was frustrated about a site that was “underperforming.” The request came fast: “We need training out there as soon as possible.”

On the surface, it made sense. Training is visible. It is structured. It sends a message that leadership is taking action. But something about the urgency told me to slow down and ask more questions.

So instead of hopping on a plane with a training deck, I scheduled a conversation first. I asked simple questions: What are you seeing? What are your expectations? What does success look like?

By the end of the call, it became clear. The issue was not a lack of skill or knowledge. The employees knew how to do their jobs. The real problem was accountability. Expectations had not been reinforced, and leadership on the ground had let standards slide. Training would not have fixed that.

The Quick Fix Trap

This experience is not unique. I have seen it happen over and over again. A performance issue pops up, and training becomes the default solution. It feels like action, but it often misses the mark.

If we treat every performance gap as a training gap, two things happen. The wrong solution gets applied, and the credibility of training takes a hit. Suddenly training is seen as ineffective, when in reality, it was never the right tool for the job.

When Training Does Add Value

This does not mean training has no role in performance conversations. In fact, some of my favorite moments came from site visits where my purpose was not to deliver a class but to observe.

On those visits, I would walk the floor, talk with team members, and watch how work was being done. Sometimes I uncovered skill gaps that truly needed development. Other times, I saw strong teams that were simply missing clarity or direction. The real value came from providing leaders with an honest picture of what was happening and giving teams immediate support.

But for this to work, trust had to be in place. Teams needed to know that I was there to help, not to catch mistakes or create reports that might be used against them. Without that trust, even the best-designed training effort would fall flat.

Asking the Right Question

That day years ago shaped the way I approach every training request. I have learned to pause and ask, What problem are we actually trying to solve?

Sometimes the answer is training. Sometimes it is leadership accountability. Sometimes it is process clarity. The role of learning and development is not only to teach but also to diagnose. By asking the right questions, building trust, and partnering with leaders, training becomes a powerful tool used in the right way at the right time.

So I will leave you with this: when performance issues arise in your organization, how do you decide whether it is truly a training need or something else entirely?