In the evolving world of professional development, and in particular, the world of leadership development, organizations are investing substantial resources in training events with the expectation that they will enhance employees’ skills and build motivation. In this article, we will look at where training programs might be falling short on delivering lasting behavior change — and what needs to be in place for true development.

How Training Is Falling Short

Passive Learning

Many training programs rely heavily on lectures and presentations. Research consistently shows that active engagement, where learners discuss or practice skills, leads to better retention and application of knowledge. In the age of Zoom, training can be guilty of being predominantly one-way. Finding ways to reinforce content can help improve the learner’s experience.

Short-Term Focus

Traditional training can blast information at the learner and then expect impact. This approach can overwhelm the learner, leaving them unsure where to start. Then, upon returning to work, the pressure of the day-to-day can push the ideas quickly away and prevent learners from applying the knowledge on the job.

Lack of Application to the Real World

When traditional training uses a one-size-fits-all approach that lacks customization, the responsibility is placed on the learner to interpret the information and apply it to their work environment.

Limited Sense of Support

Many training programs are designed with the focus on the individual participants’ role in the learning process. This can make learners feel unsupported and alone. Oftentimes, their supervisor signs them up for a training program, but doesn’t follow up to discuss how the information can be applied to their job role. Instead, the learner goes back to their natural behavior.

The Behavior Change Imperative

Unlike conventional training, which often isolates skills or knowledge areas, behavior change initiatives take a holistic view. They recognize that the individual’s habits and behaviors are interconnected and require a broad approach.

Long-Term Thinking

For true behavior change to occur, learners need more than a one-time event. That standalone conference workshop is not likely to solicit real behavior change. Change takes time and investment. At Humanergy, we moved our training from one or two-day events to 12-month engagements to provide time for habit-breaking and the learning and practice of new skills.

Clear Focus

When training is focused and measurable, the more likely we are to see behavior change. Subjects like leadership can be subjective to measure, so tracking changes to behavior, such as communication or decision-making, can help demonstrate that change has occurred.

Drip Feed Delivery

Behavior change requires a slow release-building process; rather than an information “dump” on the learner. For example, Humanergy’s high-performance leadership training (HILT) has four hours of workshops each month, followed by check-ins every 10 days. Each workshop starts with reflection and learning before adding the next piece, practicing the information and identifying workplace opportunities for application.

Cohort Engagement

Cohort-based learning is a social learning experience for a group of learners to build skills together. This approach allows people to engage and learn from their peers and build a learning network and relationships that can extend beyond the training program.

A Coaching Approach

Group coaching can involve one or more coaches and two or more individuals. This approach can promote team building as well as self-discovery. Participants can ask open-ended questions and engage in thoughtful discussions.

Practical and Usable Resources/Material

Providing bite-size tools that are readily usable and fit on a postcard or a business card allows participants to keep the material in front of them and refer to as often as needed. These at-a-glance reminders make it easier for learners to try, learn and try again between sessions.

Use Technology to Support Behavior Change

Using a platform that allows learners to engage with a combination of materials, such as journal posts related to questions and interactions with their cohort partners, can provide learners with ongoing support and accountability. Requiring participants to engage within the platform as part of the training program can ensure they use the tool.

Manager Engagement for Feedback and Evaluation

Ensuring manager involvement in the training can provide employees with the support they need to apply new skills and behaviors on the job. Providing managers with key questions to ask their employees about the training, as well as providing access to the learning platform, can help to stimulate conversation about how the training can be applied in their workplace.

Conclusion

The limitations of traditional training methods are evident in the often-fleeting impact they have on performance. To make more lasting change requires a re-focus on behavior and fostering a sustained learning and application process. To ensure this holistic approach works, every FACET of learning is taken into consideration and summarized with a simple mnemonic:

• Focus on one thing at a time — a drip feed method.
• Accountability — create relationships to ensure follow-through and support.
• Compelling motivation — engage the manager and focus on real-world application.
• Easier to do than not — create bite-sized learning for learners and address the challenges of habit-breaking.
• Tracking — keep a record of progress.