Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of you putting on a series of four lectures for members of your department. Let’s count on the three hours preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours. Keep in mind there is no investment that you can make that will do more to improve productivity in your company. Therefore, being too busy to train is the more equivalent of being too hungry to eat.