Developing A System For Ongoing Training Feedback

"We brought in a trainer for two days and nothing changed." Of course it didn't. You treated training like a checkbox activity. Sales leaders constantly make this mistake: → Hire external trainer for 2-day workshop → Everyone gets excited during sessions → 30 days later, zero behavior change → "Training doesn't work" Wrong. Your approach to training doesn't work. Here's what actually happens: Day 1: Reps are pumped. Taking notes. Asking questions. Day 2: Still engaged. Ready to implement everything. Day 30: Back to old habits. Zero retention. Why? Because you treated symptoms, not the disease. You didn't change their daily habits. You didn't provide ongoing reinforcement. You didn't build systems for accountability. Real training that creates lasting change looks different: #1 It's diagnostic first. Before any training, you identify specific skill gaps through call reviews, deal analysis, and performance data. Not generic "they need better discovery" but specific "they ask surface level pain questions but never uncover business impact." #2 It's delivered in sprints. Six weeks of twice-weekly sessions beats a 2-day workshop every time. Reps can practice between sessions, get feedback, and build muscle memory. #3 It includes reinforcement systems. Weekly coaching calls, peer practice sessions, and manager check-ins. The learning doesn't stop when the trainer leaves. #4 It measures behavior change, not satisfaction scores. "Did you like the training?" is worthless. "Are you now asking better discovery questions?" matters. #5 It provides job aids and frameworks. Reps need cheat sheets, email templates, and conversation guides they can reference in real situations. Most importantly: It's customized to your specific challenges, not generic sales advice. The companies that see 40%+ improvement in performance don't do one-off training events. They build learning into their culture. They have weekly skill-building sessions. They do call reviews with specific feedback. They practice objection handling until it's automatic. Stop buying training like it's a magic pill. Start building capability like it's a muscle that needs consistent exercise. Your reps deserve better than motivational speeches that wear off in a week. — Tired of wasted training budgets? I'll design a performance improvement system that actually creates lasting behavior change. Book a diagnostic: https://lnkd.in/ghh8VCaf

𝗧𝗵𝗲 𝗜𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝗰𝗲 𝗼𝗳 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗶𝗻 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗮𝗻𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 🗣️ Ever feel like your Learning and Development (L&D) programs are missing the mark? You're not alone. One of the biggest pitfalls in L&D is the lack of mechanisms for collecting and acting on employee feedback. Without this crucial component, your initiatives may fail to address the real needs and preferences of your team, leaving them disengaged and underprepared. 📌 And here's the kicker—if you ignore this, your L&D efforts risk becoming irrelevant, wasting valuable resources, and ultimately failing to develop the skills your workforce truly needs. But don't worry—there’s a straightforward fix: integrate feedback loops into your L&D programs. Here’s a clear plan to get started: 📝 Surveys and Questionnaires: Regularly distribute surveys and questionnaires to gather insights on what’s working and what isn’t. Keep them short and focused to maximize response rates and actionable feedback. 📝 Focus Groups: Organize small focus groups to dive deeper into specific issues. This setting allows for more detailed discussions and nuanced understanding of employee needs and preferences. 📝 Real-Time Polling: Use real-time polling tools during training sessions to gauge immediate reactions and make on-the-fly adjustments. This keeps the learning experience dynamic and responsive. 📝 One-on-One Interviews: Conduct one-on-one interviews with a diverse cross-section of employees to get a more personal and detailed perspective. This can uncover insights that broader surveys might miss. 📝 Anonymous Feedback Channels: Ensure there are anonymous ways for employees to provide feedback. This encourages honesty and helps identify issues that employees might be hesitant to discuss openly. 📝 Feedback Integration: Don’t just collect feedback—act on it. Regularly review the feedback and make necessary adjustments to your L&D programs. Communicate these changes to employees to show that their input is valued and acted upon. 📝 Continuous Monitoring: Use analytics tools to continuously monitor engagement and performance metrics. This provides ongoing data to help refine and improve your L&D initiatives. Integrating these feedback mechanisms will not only enhance the effectiveness of your L&D programs but also boost employee engagement and satisfaction. When employees see that their feedback leads to tangible changes, they are more likely to be invested in the learning process. Have any innovative ways to incorporate feedback into L&D? Drop your tips in the comments! ⬇️ #LearningAndDevelopment #EmployeeEngagement #ContinuousImprovement #FeedbackLoop #ProfessionalDevelopment #TrainingInnovation

“Train-the-trainers” (TTT) is one of the most common methods used to scale up improvement & change capability across organisations, yet we often fail to set it up for success. A recent article, drawing on teacher professional development & transfer-of-training research, argues TTT should always be based on an “offer-and-use” model: OFFER: what the programme provides—facilitator expertise, session design, practice opportunities, feedback, follow-up support & evaluation. USE: what participants do with those opportunities—what they notice, how they make sense of it, how much they engage, what they learn, & whether they apply it in real work. How to design TTT that works & sticks: 1. Design for real-world use: Clarify the practical outcome - what trainers should do differently in their next sessions & what that should improve for the organisation. Plan beyond the classroom with post-course support so people can apply learning. Space learning over time rather than delivering it in one intensive block, because spacing & follow-ups support sustained use. 2. Use strong facilitators: Select facilitators who know the topic & how adults learn, how groups work & how to give useful feedback. Ensure they teach “how to make this stick at work” (apply & sustain practices), not only “how to deliver a session.” 3. Make practice central: Build the programme around realistic rehearsal: deliver, get feedback, & practise again until skills become automatic. Use participants’ real scenarios (especially change situations) to strengthen transfer. Include safe practice for difficult moments (challenge, unexpected questions) & treat mistakes as learning. Build peer learning so participants learn with & from each other, not just the facilitator. 4. Prepare participants to succeed: Assess what participants already know & can do, then tailor the learning. Build confidence to use skills at work (confidence predicts application). Help each person create a simple, specific plan for when & how they will use the approaches in their next training sessions. 5. Ensure workplace transfer support: Enable quick application (opportunities to deliver training soon after the course), plus time & resources to do it well. Provide ongoing support (feedback, coaching, & encouragement) from leaders, peers &/or the wider organisation. 6. Evaluate what matters: Go beyond satisfaction scores - assess whether trainers changed their practice & whether this improved outcomes for learners & the organisation. Use findings to improve the next iteration as a continuous improvement cycle, not a one-off event. https://lnkd.in/eJ-Xrxwm. By Prof. Dr. Susanne Wisshak & colleagues, sourced via John Whitfield MBA

Most corporate training fails because of 3 missing systems. Not because of bad content. Not because of poor facilitators. Because companies skip the infrastructure that makes training stick. ━━━━━━━━━━━━━━━━━━━━━━━━ Here's the 3-System Framework I use with clients: ━━━━━━━━━━━━━━━━━━━━━━━━ SYSTEM 1: PRE-TRAINING ALIGNMENT (Weeks 1-2) Before anyone walks into a training room, answer these: → What specific business problem are we solving? → What does success look like 90 days from now? → Which managers need to reinforce this? → What obstacles will people face when applying this? If you can't answer these, you're not ready to train. You're ready to waste money. ━━━━━━━━━━━━━━━━━━━━━━━━ SYSTEM 2: STRATEGIC DELIVERY (Day 1) Most training is information dumping. "Here are 47 PowerPoint slides about leadership. Good luck!" Real learning happens when people: → Practice in real scenarios → Make mistakes in safe environments → Get immediate feedback → Connect concepts to their actual work That's why our workshops are 70% doing, 30% teaching. ━━━━━━━━━━━━━━━━━━━━━━━━ SYSTEM 3: POST-TRAINING REINFORCEMENT (Days 2-90) This is where 95% of companies drop the ball. After the training, there's...nothing. No follow-up. No accountability. No system. People return to environments that REWARD their old behaviors. So they revert. Our reinforcement includes: → Weekly manager check-ins (5 minutes) → Peer accountability groups → 30/60/90-day progress reviews → Real-time coaching when obstacles appear ━━━━━━━━━━━━━━━━━━━━━━━━ The companies that get ROI from training aren't using better content. They're using better SYSTEMS. ━━━━━━━━━━━━━━━━━━━━━━━━ If you're planning Q1 2026 training, ask yourself: Do we have all 3 systems in place? If not, DM me "SYSTEMS" and I'll send you the full implementation guide. #CorporateTraining #Leadership #SystemsThinking #ChangeManagement #DiDreams

Training & Development Isn’t an Event. It’s an Operating Strategy. Too many organizations treat training like an HR checkbox: ✔️ Onboarding slide deck ✔️ A few e-learning modules ✔️ A workshop once a year And then we wonder why performance doesn’t move. Real development is not a moment, it’s a system. It looks like this: 🔹 Clarity of expectations: Employees can only grow when they know exactly what “great” looks like. 🔹 Skill-building that matches business needs: Not generic training but targeted capability development tied to outcomes. 🔹 Practice and reinforcement: People improve through repetition, feedback, and real-world application, not a PowerPoint deck. 🔹 Leaders who coach, not just manage: The most scalable development program is a manager who knows how to build people, not just direct them. 🔹 Career pathways that are visible and real: Employees invest when they can see where they’re going. 🔹 Accountability for growth at every level: From frontline teams to the C-suite, development is everyone’s job. Training isn’t “hours delivered.” Development isn’t “courses completed.” Neither drives performance on their own. What drives performance is capability. And capability is built through aligned systems, disciplined leadership, and consistent reinforcement. If we want stronger talent, we have to commit to stronger development and not just more training.

In a healthy agency culture, feedback is always flowing and driving continuous improvement. It's vital to build a system that drives new feedback... Rather than one-off attempts to gather feedback, set up recurring and repeatable processes. Here are some feedback collection mechanisms that we've used across our Barrel Holdings agencies: 𝗖𝗹𝗶𝗲𝗻𝘁 𝗦𝗮𝘁𝗶𝘀𝗳𝗮𝗰𝘁𝗶𝗼𝗻 𝗦𝘂𝗿𝘃𝗲𝘆: after a project or periodically (e.g. monthly, quarterly), send a short survey asking for scores on communication, work quality, project management, value they feel they're getting, and whatever else. Leave an open-ended space for any additional comments. 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗘𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗦𝘂𝗿𝘃𝗲𝘆: each quarter, send around a short questionnaire (Gallup's Q12 has some good questions) to get a sense of how the team is feeling about the work, their colleagues, the culture, and whether they are being supported 𝗪𝗶𝗻/𝗟𝗼𝘀𝘀 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄: whether you win or lose a prospect, follow up with a call to understand how they came to the decision, what counted for/against your firm, and how you stacked up against competitors. 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲 𝗘𝘅𝗶𝘁 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄: when an employee hands in their resignation notice, find time to have a convo and dig into what led to their decision, their thoughts on the culture, work, processes, etc. and what they thought could've been better. 𝗔𝗻𝗼𝗻𝘆𝗺𝗼𝘂𝘀 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸: on some teams, feedback is more forthcoming if it's submitted anonymously. This also opens the door for more extreme types of feedback, but it's an opportunity to gather information that might only become available on Glassdoor later. 𝗢𝗻𝗲-𝗼𝗻-𝗼𝗻𝗲 𝗰𝗵𝗲𝗰𝗸-𝗶𝗻𝘀: these can be between manager and direct reports, HR and employees, skip level meetings where leadership meets with employees a few levels below, etc. These are periodic conversations to gain perspective on how a team member is experiencing the work and the culture. It's also an opportunity to surface any roadblocks or issues that are getting in the way. These are some core feedback collection practices – what would you add to this list? And an important note about feedback: it's like any other source of information – some of it may be useful and others not so much. Separate the emotions surrounding it as much as possible and reflect on what makes sense to take away from the feedback. In some cases, you'll want to adapt and evolve but in others you may want to stick to your guns and hold firm on your principles.

6 reasons our Coaching Call Feedback System has helped us deliver a better, faster, and more impactful program:  First, it’s important to know 𝘸𝘩𝘺 we build this in the first place: Collecting real-time feedback on a coaching program’s quality and impact is tough. Most don’t track success rates at all. If they do, it’s data like “assignments completed” or “# of students to complete the program”. Now, these aren’t bad (we track these too) but they’re lagging indicators and they take a really long time to matter. But we wanted 𝗺𝗼𝗿𝗲 𝗶𝗺𝗺𝗲𝗱𝗶𝗮𝘁𝗲 (and frequent) feedback loops so we could deliver a better, faster, and a more impactful, experience. This is 1 reason why we built this coaching call feedback survey. Here’s 5 more: 1. 𝗦𝘁𝘂𝗱𝗲𝗻𝘁’𝘀 𝗸𝗻𝗼𝘄 𝘄𝗲 𝗰𝗮𝗿𝗲 — Just by asking for feedback more often, it shows how much we care about helping them reach the goals they joined PGA to accomplish. When we care, it raises a student's level of "care" too. 2. 𝗖𝗼𝗮𝗰𝗵𝗲𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲 10𝘅 𝗳𝗮𝘀𝘁𝗲𝗿 — Every survey response is piped right into our internal Slack so the team can review the feedback and continue to get better every single day. 3. 𝗖𝗼𝗮𝗰𝗵𝗲𝘀 𝗵𝗼𝗹𝗱 𝘁𝗵𝗲𝗺𝘀𝗲𝗹𝘃𝗲𝘀 𝘁𝗼 𝗮 𝗵𝗶𝗴𝗵𝗲𝗿 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱 — Again: Every response is piped into Slack. You don’t want to be the coach getting a bad survey, so you make sure you bring your A-game to every session. 4. 𝗠𝗼𝗿𝗲 𝘁𝗼𝗽𝗶𝗰𝗮𝗹 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝘀𝗲𝘀𝘀𝗶𝗼𝗻𝘀 — Whether the feedback is good or bad, these responses make for amazing training topics during the team’s morning meetings. 5. 𝗖𝗿𝗲𝗮𝘁𝗲𝘀 𝗮 𝗪𝗮𝗹𝗹 𝗢𝗳 𝗟𝗼𝘃𝗲 — Seeing the positive responses is a major morale and dopamine booster. Since our coaches are all fantastic, we get a lot of surveys that look like this :) This new system has paid huge dividends in the first month, and the value is just going to compound with every new survey we get. Best of all: Because of some automation magic, it requires 0 effort from our coaches or Head Of Success to deliver 🪄 ~~ 📌 Follow for more best practices on automations, workflows & systems powering our 7-figure info product biz

The mid-year performance review season is upon us, and according to Deloitte's 2025 Global Human Capital Trends survey, 61% of managers and 72% of workers do not trust their organization's performance management process. Ouch. As Talent professionals, we know that performance management should be one of our most powerful tools for growth, engagement, and retention. Unfortunately, it’s often reduced to a once-a-year (or maybe twice-a-year) checklist. If we want better outcomes, we have to reimagine performance management as a continuous development strategy. That means L&D, HR, and Training coming together to shift the focus from evaluation… to enablement. Here’s how we make that shift: 1. Performance conversations should be coaching moments, focused on future skills, not just backward-looking assessments. How can we encourage our managers at all levels to become more effective coaches for day-to-day improvements? 2. Real-time feedback helps employees course-correct and grow year-round. How do we remind our (incredibly busy) managers to take the time to do this? 3. Individual development plans should live inside performance discussions. When learning is tied to business goals and career aspirations, it becomes a driving force for real progress. What templates do we have to support Managers and individuals in creating IDPs that work (and are not 'just another thing from HR')? How is your organization integrating learning into performance? What’s working? What still needs to evolve? As the season of Perf continues (ugh - January is already coming too quickly), how can we help each other, and our companies, improve? #PerformanceManagement #TalentDevelopment #ContinuousLearning #EmployeeGrowth #HRStrategy #L&DLeadership [Deloitte Insights: Reinventing performance management processes won’t unlock human performance. https://lnkd.in/gW4_Fphk] #PerformanceManagement #TalentDevelopment #ContinuousLearning #EmployeeGrowth #HRStrategy #Training