Ecmweb 14124 Thinkstockphotos 468789830webversion 1 0
Ecmweb 14124 Thinkstockphotos 468789830webversion 1 0
Ecmweb 14124 Thinkstockphotos 468789830webversion 1 0
Ecmweb 14124 Thinkstockphotos 468789830webversion 1 0
Ecmweb 14124 Thinkstockphotos 468789830webversion 1 0

Tip of the Week: Are Your People Inattentive?

May 29, 2017
Keeping training concise and focused will help workers pay attention.

As a mid-level engineer, James left a design firm to take a job at a construction company overseeing field work. Among other things, he conducted job briefings, gave safety training talks, and explained job order changes to the field electricians.

Photo credit: Sneksy/iStock/Thinkstock

He prided himself on the thoroughness and detail of his communications. Yet it seemed that no matter how thorough or detailed he was, people just did not understand. His job briefings eventually doubled in length, but still people didn’t get it.

James had seen high-quality work, so he knew these people weren’t stupid. He concluded they simply weren’t listening. So James complained to his boss that people didn’t pay attention to him and this was causing rework throughout the day. James asked his boss to attend a couple of job briefings sessions to see what he was leaving out.

After attending only one job briefing, James’ boss took him aside. The problem wasn’t that he was leaving something out, it was that he wasn’t leaving enough out. His message was getting lost in a barrage of detail and detours that left people “dazed and confused.”

James’ boss told him to grab an empty coffee cup and meet him in the stairway. Once there, James’ boss pointed to the fire hose. “Would you rather drink from that or from the coffee cup?”

If it seems your people are inattentive, take a hard look at the message. Keep it brief and on point. Don’t just focus on what’s important; limit your message to what is important.

About the Author

Mark Lamendola

Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.

Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.

Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.

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