Engaging Clients in the Training Development Process

“We loved the session… but nothing changed.” That was the client’s feedback... after a program I thought went perfectly. Well... there are projects where I mismanaged the training needs discussion, and it cost me the client’s trust. The track I proposed and delivered was solid. It covered all topics a leader should learn about to develop. I spent hours on well-designed slides and material, I ensured engaging facilitation by the trainer, and I even scored 5s in the feedback forms. But a few weeks later, the client told the account manager: “I see no performance improvement.” That moment was disappointing and confusing...but it reminded me that a beautifully designed track isn’t necessarily a successful one unless it solves a real business problem. Since then, I’ve become more intentional about what makes leadership development actually work. Here’s what I’ve learned... that not all learning providers admit, and not all clients enjoy (excuse my boldness): 1) It starts by educating the client: development doesn’t begin or end with a training session. It begins with clarity... on what leadership looks like in their context, and what success should feel like on the ground. 2) As an external consultant, be clear that your role covers design, delivery, and structure, but for the full experience to succeed, HR must own the vision, and line managers must reinforce the learning. 3) We can’t just design sessions, we need to build learning journeys that include what happens before and after. And unless the design is rooted in behavioral psychology, we’re only passing information, not creating transformation. 4) Again and again, face the client with the fact that without manager involvement, even the best-designed content will fade. At the end of the day, the external consultant leaves, and it is the manager who stays. Leadership or any professional level development is built over time... through design, context, and reinforcement. The real impact of any learning program isn’t in the session. It’s in what people do differently afterward. Are we brave enough to design for that? #LeadershipDevelopment #InstructionalDesign #LearningAndDevelopment #BehavioralChange

𝗢𝘃𝗲𝗿𝗰𝗼𝗺𝗶𝗻𝗴 𝗥𝗲𝘀𝗶𝘀𝘁𝗮𝗻𝗰𝗲 𝘁𝗼 𝗖𝗵𝗮𝗻𝗴𝗲 𝗶𝗻 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗮𝗻𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 🌟 Facing resistance to new learning initiatives or changes in training methods? You're not alone. Resistance from employees and managers can be a significant roadblock, stalling progress and hindering the successful adoption of new skills and technologies. Resistance Ignoring this resistance can be costly. It can prevent your organization from staying competitive and adaptable in a fast-evolving business landscape. Here’s how to effectively tackle this issue: 📌 Engage Stakeholders Early: Involve employees and managers in the planning phase of new learning initiatives. Seek their input and feedback to make them feel part of the change process. This reduces resistance as they begin to see the change as something they helped shape. 📌 Communicate the Benefits Clearly: Clearly articulate the benefits of the new training methods. Explain how these changes will improve their job performance, career growth, and the organization’s overall success. Use real-world examples and success stories to illustrate the positive impact. 📌 Provide Continuous Support: Offer ongoing support throughout the change process. This includes training sessions, Q&A forums, and one-on-one coaching. Ensure that employees know where to seek help and feel supported as they transition to the new methods. 📌 Address Concerns Openly: Create an open dialogue where employees can voice their concerns and questions. Address these concerns transparently and provide solutions or adjustments when possible. Acknowledging and addressing fears can ease the transition. 📌 Leverage Change Champions: Identify and empower change champions within your organization. These individuals can advocate for the new initiatives, share their positive experiences, and encourage their peers to embrace the change. 📌 Monitor and Celebrate Progress: Track the progress of the new initiatives and celebrate milestones and successes. Recognizing and rewarding employees for their adaptability and participation can boost morale and reinforce positive behavior. 📌 Provide Practical Training: Ensure that the new training methods are practical and relevant to the employees' roles. Hands-on, relatable content can make the learning process more engaging and less daunting. 📌 Use a Phased Approach: Implement changes in phases rather than all at once. This gradual approach allows employees to adapt at a manageable pace and reduces the overwhelm that can accompany significant changes. By engaging stakeholders early, communicating benefits clearly, and providing robust support, you can overcome resistance and pave the way for successful learning and development initiatives. Got more strategies for overcoming resistance to change in L&D? Share them below! ⬇️ #ChangeManagement #LearningAndDevelopment #EmployeeEngagement #TrainingInnovation #OrganizationalGrowth #LeadershipDevelopment

As Clive Shepherd says: “The number one factor in engagement is relevance because relevance drives out resistance.” When learners see how training connects to their goals and daily challenges, they stop resisting and start participating. Relevance makes the difference between “I have to do this” and “I want to learn this.” It’s not just about delivering information. It’s about showing learners why it matters to them. For example, imagine a sales training course. Instead of generic lessons on communication skills, the course includes real-world examples of successful sales calls, step-by-step breakdowns of effective closing techniques, and simulations where learners negotiate with virtual clients - all while showcasing the value of these skills in increasing sales. By focusing on scenarios they’ll encounter on the job and the ROI of the skills, the training resonates with learners and keeps them engaged. Want to make your training highly relevant? Here’s how! ⬇️ 👉 Tailor your content. Customize examples, scenarios, and case studies to fit your learners’ specific roles and industries. 👉 Start with a “why”. Clearly explain how the training will help learners meet their goals or solve real problems. 👉 Use real-world applications. Incorporate practical exercises and tasks that learners can immediately apply to their jobs. 👉 Gather input from learners. Before developing the training, ask learners what challenges they face and what skills they want to improve. 👉 Update content regularly. Ensure your training reflects current trends, tools, and challenges in your learners’ fields. How do you ensure your content connects with learners? Let’s chat in the comments! 👇 ----------------------- Hi! I'm Elizabeth! 👋 💻 I specialize in eLearning development, where I create engaging courses that are designed to change the behavior of the learner to meet the needs of the organization. Follow me for more, and reach out if you need a high-quality innovative learning solution. 🤝 #InstructionalDesign #LearnerEngagement #RelevanceMatters #eLearning #AdultLearning #LearningAndDevelopment #EngagingContent

Over the past year, I have designed and conducted interviews and focus groups with over 100 stakeholders across four client engagements at Angeles Impact Advising. Whether informing an organizational strategic plan or a specific initiative, these discussions provide insights that drive key decisions. Next week, three of my graduate student teams will present their final deliverables to their clients, leveraging these very same qualitative research methods. Gathering meaningful insights requires an intentional approach that deeply respects people's time. I have found that success comes down to a few critical steps: 1️⃣ Designing a thoughtful and rigorous interview or focus group protocol: This is a crucial early deliverable used to align on how to frame the need, the purpose, and the exact questions that are critical to ask. 2️⃣ Creating clarity upfront: The most important element of intentionality happens before the first question is even asked. I always start by clearly framing my role, exactly what I am seeking to learn, and how the participant's specific insights connect to the broader context of the project. Before beginning, it is also important to let the participant know how their comments will or will not be attributed, and allow them to ask any questions about the process. 3️⃣ Designing for tension and vision: Creating this clarity upfront removes the guesswork. It opens up a targeted, trusting space for stakeholders to dive right into two critical things: what they are currently wrestling with, and their vision or recommendations for the future. I am looking forward to seeing my students elevate their stakeholder and research findings and recommendations next week and continuing to do the same for my clients!