During a training session with the staff of a major bank, we asked the class:
“How many of you have ever attended a skills course, taken lots of notes, but then… never applied anything afterward?”
More than half of the class raised their hands. The room burst into laughter, but it was a laughter tinged with bitterness. The truth is, we often attend training just to know more, while forgetting the most important purpose: to learn in order to act.
%20(4).png)
Learning to Know – Never Enough
For years, we have witnessed many employees attending courses simply to fulfill company requirements, obtain certificates, or “just to listen.” At the end of the program, the materials were left on the desk or tucked into a drawer to gather dust. Tomorrow’s work looked exactly the same as yesterday’s, with no change at all.
That is learning to know—necessary, yes, but it brings little real value if it stops at knowledge alone.
Learning to Do – The Difference of Practical Training
Practical training doesn’t stop at concepts or models. It requires each person to place themselves in real situations, solve problems, and practice immediately during the session.
I recall one time working with the customer service team of a telecom company. Instead of talking about “listening skills,” we invited a participant to role-play as an angry customer. The whole class observed, gave feedback, and the mistakes were corrected right on the spot.
That is learning to do. It’s not about memorizing, but about experiencing, practicing, and building skills through action.
Acting to Grow – The Real Journey
Professional growth doesn’t come from passively listening to theory. It comes from a repeated cycle: try – fail – reflect – improve – try again.
A young employee we once mentored in retail started off struggling to handle a difficult customer. The first time, she was flustered. The second time, she did better. By the third time, she had figured out how to respond tactfully and turned a complaint into a sales opportunity.
Growth doesn’t happen overnight. It comes when you dare to apply what you’ve learned, dare to make mistakes, and dare to continuously improve.
Why Does This Matter for Employees?
In today’s fast-changing market, the skills you have today may already be outdated tomorrow. If you only learn to know, you’ll fall behind. But if you turn every training session into an opportunity to experiment and apply, you will progress faster than your peers.
And career advancement will always come to those who prove their capabilities through action, not just through a certificate hanging on the wall.
A Final Note
If you attend a training program tomorrow, ask yourself: “How will I apply this to my work next week?” If you can answer that, you are already on the right track.
Practical training is not a slogan. It is the way to transform knowledge into skills, skills into habits, and habits into confidence and leadership.
Remember: Learning to know is the beginning, but learning to do – and doing to grow – is the true path to a lasting career.
Wishing you success,
Lead-UP Academy | Learn to Act – Act to Lead



Across many organizations, particularly small and medium-sized enterprises in Vietnam, learning and development initiatives are implemented on a regular basis. Annual training plans are established, budgets are allocated, and participation rates are generally high. Classroom engagement is often positive, and post-training evaluations frequently reflect high levels of satisfaction.
In the context of 2026, Vietnamese enterprises are simultaneously facing several critical challenges: increasing pressure to optimize costs and improve productivity; workforce volatility, particularly within operational teams and middle management; and a widening gap between strategic intent and execution capability. Through its R&D activities and practical implementations across multiple industries—including banking, telecommunications, services, hospitality, real estate, and manufacturing—Lead-UP Academy presents in this article a clear and consistent message:
In recent times, as Artificial Intelligence (AI) has been increasingly discussed in executive meetings, a recurring question has emerged: “Will AI make L&D redundant?” In some organizations, this question is taken even further: “Is it still necessary to invest in training when AI can already provide answers to almost everything?”
In modern human resource management, the 9 Box Grid (Performance – Potential) model is commonly used to classify employees. For Gen Z, this is an important tool that helps organizations identify who needs additional professional training, who requires coaching to improve performance, and who should be mentored to develop leadership potential. This context shows that coaching and mentoring are not merely management techniques but strategic approaches to building a sustainable succession pipeline.
When training fails to deliver results, it not only wastes resources but also creates negative sentiment, making it harder for the organization to implement future programs. Turning Every Course into “Learning to Act – Acting to Grow”
During a working session with a large manufacturing company in Southern Vietnam, I heard a troubling story: the plant director suddenly resigned to join a competitor. The problem was not about hiring a replacement, but about the fact that the company had no one ready to step in immediately. More than 300 workers were left waiting for direction, production plans stalled, and customers complained about delayed orders.