These instructors are split into two groups heading in opposite directions—those on their way up and those on their way out. One group is composed of superstars in the making. These instructors are getting more and more opportunities to teach because they demonstrate the skills and willingness to become superstars. Grooming these future superstars will be worth your efforts, especially when it makes managing your current superstars so much easier.
The other group is your falling stars. For one reason or another (e.g., pay demands your business can’t support, diminished effectiveness in the classroom), they are working their way out of your organization. Although these instructors may still be capable of teaching, they should no longer get priority billing or optimal teaching hours.
Referred to as the churn, these instructors are either your newest instructors or your worst instructors. New instructors often have the potential to move up to the middle third with some grooming and further experience in the classroom. This can become tricky, because you generally don’t want this group practicing on your current students. Limit the risk to your customers by spotting-in these instructors in the classroom at first, rather than giving them an entire load to carry right out of the chute.
Your worst instructors should be moved out of your organization as quickly as possible. You must always be churning your bottom third with a steady influx of new instructors. But, be aware that instructors talk to each other. The method in which you end your relationship with this group could influence the impression current and future instructors have about your organization.
Remember, your instructors represent your organization. With a consistent process of recruiting, grooming, and churning your instructor pool, you will find that nearly all your instructor management issues will become quite manageable.