Not every performance problem is a training problem. Yet training often gets sent in as the quick fix. The real question is… what problem are we actually solving?

I have seen this pattern many times in organizations. A performance issue shows up and the immediate reaction is to send in training as the fix. It feels like a simple solution, but training is not always the answer.

As professionals in learning and development, we have a responsibility to dig deeper. When I receive a request for training, I always schedule a conversation with the person making the request. That conversation helps clarify the real goal and ensures alignment before any action is taken. Often, what surfaces is not a skill gap but an accountability or leadership issue. When every challenge is labeled as a training gap, it becomes more difficult to demonstrate the true value of training.

There are moments when training can and should play an investigative role. Visiting a site, observing how work is being done, and providing an objective report back can be powerful. These visits can uncover both strengths and opportunities that might not be obvious from a distance. Some of my favorite experiences came from these evaluations because they allowed me to support teams directly and give leaders clarity on what was actually happening.

However, for this approach to be effective, trust must exist. Teams need to see training as a partner who is there to help, not as someone who is coming to judge or report back for punitive action. Without that trust, even the best-designed training effort will fall flat.

So here is the challenge: when a performance issue arises in your organization, how do you decide if it is truly a training need or something else entirely?