In optics manufacturing, there's a counterintuitive truth that many facility managers discover the hard way: the person who can fabricate the most precise components isn't necessarily the one who should be teaching others how to do it. After two decades in the industry, I've seen this pattern repeat itself across countless facilities, and understanding this distinction can make or break your training program.

The Expert's Dilemma

When you think about training new employees, the logical choice seems obvious—pair them with your best performer. After all, who better to teach precision optical fabrication than someone who consistently delivers flawless results? But here's what actually happens: that expert operator has developed such an intuitive understanding of the process that they struggle to break down their knowledge into teachable steps.

"Your best person on the floor—he's not your perfect trainer. He's probably your worst," as one industry veteran recently put it during a discussion about workforce development. Bob might be exceptional with his hands, but when it comes to explaining why he makes certain adjustments or how he knows when something is "right," he often can't articulate the reasoning behind his expertise.

Why Experts Struggle as Trainers

Sequential vs. Intuitive Thinking

Expert operators often work intuitively. They've internalized thousands of micro-adjustments and can sense when something is off before measurements confirm it. But this intuitive knowledge is difficult to transfer. When asked to explain their process, they might say, "You just know when it feels right"—which isn't particularly helpful to someone learning to lap their first optical surface.

Impatience with the Learning Process

Experts have forgotten what it's like to not know. They've moved beyond the conscious competence stage and into unconscious competence. When training someone, they might become frustrated with mistakes that seem obvious to them but are natural parts of the learning curve.

Knowledge Hoarding

There's also a psychological factor at play. Some experienced operators may be reluctant to share their hard-earned knowledge, especially if they feel it took them years to develop these skills without proper training. Why should they give away what makes them valuable to newcomers who haven't "paid their dues"?

The Traits of an Effective Technical Trainer

So what should you look for when selecting trainers for your optics facility?

Cultural Ambassadors

The best trainers are often your "culture people"—employees who embody the positive aspects of your workplace. When a new hire makes their inevitable first mistake (and they will), these trainers won't discourage them but will instead guide them through the learning process with patience and encouragement.

Communication Adaptability

Great trainers have what I call the "gear switch"—the ability to adapt their communication style based on how the student learns best. Some people are visual learners who need to see the process demonstrated multiple times. Others learn better from step-by-step documentation. The best trainers can recognize these different learning styles and adjust their approach accordingly.

Confidence Builders

Many new operators know what they need to do but lack the confidence to execute when something goes wrong. A skilled trainer understands that conditioning a machine or troubleshooting an issue isn't just about technical knowledge—it's about building the mental fortitude to work through problems without panic.

Practical Implementation Strategies

Separate Technical Excellence from Teaching Ability

Don't assume that your top performer will be your best trainer. Instead, identify employees who demonstrate patience, clear communication, and a positive attitude toward helping others succeed.

Create a Two-Stage Training Process

Consider having new hires spend their first two weeks with your culture champion—someone who sets a positive tone and won't be overly critical of mistakes. After they've built confidence and learned the basics, they can then interact with your technical experts for advanced skill development.

Document and Systematize Knowledge Transfer

Work with your experts to document their processes, but don't expect them to do the training themselves. Have them create the knowledge base while your designated trainers handle the actual instruction.

Use Multiple Learning Modalities Some of the most effective training I've seen combines step-by-step documentation with video demonstrations of each process. This allows trainees to reference both formats as needed and builds confidence through repetition.

Building Confidence, Not Just Competence

One of the most important aspects of training in precision manufacturing is building confidence alongside competence. I've worked with operators who avoided certain processes for years—not because they didn't understand them, but because they lacked confidence in their ability to execute them properly.

Take machine conditioning, for example. Many operators understand the theoretical process of flattening a polishing machine, but they're terrified of attempting it because they've never done it before. A good trainer doesn't just show them the technical steps; they provide encouragement and help them develop the confidence to tackle challenging tasks.

The Long-Term Benefits

When you get training right, the benefits extend far beyond individual skill development. You create a positive learning environment that reduces turnover, builds team cohesion, and ensures that critical knowledge gets transferred before experienced employees retire.

Remember, your most skilled operators are valuable assets, but their value lies in their ability to produce exceptional work, not necessarily in their ability to teach others. By recognizing this distinction and building a training program around it, you'll develop a stronger, more capable workforce while preserving the expertise that makes your facility successful.

The goal isn't to turn every expert into a trainer—it's to create a system where knowledge flows efficiently from those who have it to those who need it, facilitated by people who have the right temperament and skills to make that transfer successful.