Key Components of Effective Training Programs in Consulting

Training shouldn’t be a checkbox. It should change behavior, build culture, and drive business results. After 20+ years in HR, I saw the same problem over and  over again: companies investing in training that never leads  to real change. According to research from Harvard Business Review,  here’s what separates effective training from wasted time: 1. Start with a baseline You can’t improve what you don’t measure.  Track where people are before you begin. 2. Connect training to business goals If it doesn’t support a real outcome, it’s just noise. 3. Involve managers Employees apply what they see reinforced.  That starts with leadership. 4. Track behavior, not just completion Finishing a course doesn’t mean the learning stuck.  Look for what changed afterward. 5. Collect feedback continuously Don’t assume it’s working.  Ask, adjust, and evolve. This is what we build our programs around. Because I don’t believe in training for the sake of it.  I believe in learning that sticks, and makes people better at what they do.

When I'm working with a client to update or build their leadership development programs, here are a few of the top things we look at: 1. What are the biggest problems the company hopes to solve with leadership development? How would we measure progress? If they can't answer those questions, it's hard to build something directly impactful for the company's current needs. 2. What's the high-level design flow of the program? Does it naturally mimic how humans go through transformation in real-life? If it doesn't, that's an easy way to increase knowledge transfer. 3. What's the right mix of components for the program? In-person, virtual, drip content, coaching, community, etc. Plus, how can we better meet people in their day-to-day jobs with real-world application of the concepts in the program? 4. If you have a virtual training session longer than two hours, now you don't. If you need to get deeper, consider in-person interaction. Otherwise, virtual sessions won't get the impact you're looking to get. People will multi-task. 5. How can the organization make systemic changes that support the leadership development concepts we talk about in the program? If we can't support leaders in real-time after they learn something new, they'll get even more frustrated. I'd love to hear your thoughts on this. What do you think are the must-have foundational elements of an innovative, effective leadership development program?

Here are 3 pillars for making learning initiatives stick recommended by Beth Cobert, from what she's experienced across McKinsey, the US government, and top workforce development programs: I asked Beth Cobert about the keys to developing effective training and here’s what she said: 1. Explicitly communicate connection to impact - Show how new skills enhance current job performance - Illuminate clear pathways to future opportunities - Help employees see their growth trajectory within the organization 2. Build community, not just competence - Foster understanding of each role in the bigger organizational picture - Create opportunities for cross-functional connections - Cultivate engagement and commitment across all sectors 3. Emphasize ongoing reflection and application - Design programs as catalysts for continuous growth, not one-off events - Integrate regular self-reflection into the learning process - Focus on lasting behavioral change, not just knowledge acquisition These pillars shift training from a checkbox exercise to an ongoing driver of organizational success. Take Beth’s advice and see what it does for your organization’s L&D initiatives.