Encouraging Participation in Company Training Events

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

67% of your sales team won't engage with new training initiatives. Here's how one Fortune 100 company got 50% participation overnight: I can't name the company, but I can share what they did that most organizations get wrong. Instead of announcing new processes, rolling out new systems, sending the training links, and then wondering why nothing changes… This company did something crazy. Before they launched, leadership spent three months explaining WHY the changes mattered for each employee's individual success. They connected skill development to career advancement. Their employees saw how better negotiation skills meant bigger bonuses, faster promotions, and more job security in an uncertain economy. I call this intra-organizational ‘pre-selling’. As a result, their teams stopped seeing training as a corporate mandate and started seeing it as a competitive advantage. So if your sales team treats professional development like a chore instead of an opportunity, the problem is your messaging. When you can show someone how investing 2 hours a week in negotiation training could mean an extra $50K per year in commission, they suddenly find the time. Internal storytelling is power. P.S. If you liked this post, follow Matthew Geddie, MBA for more insights into sales psychology, enterprise negotiation, strategy, and procurement.

People say, “I’m too busy for training,” all the time.   But, that's not what they actually mean...   A client recently finished rolling out a training program. And she did something interesting. She surveyed everyone who DID NOT participate in the program.    She asked, “Why didn't you participate?”    The top 3 reasons were: —>  “I’m too busy.”  —> “It was a bad time for me.” —> “I didn’t see the relevance.” BUT, these responses are really ONE response:    “This training wouldn’t add enough value for me.”    Here are 3 ways you can show the value of training:    1. Start with the CEO and cascade. The value of your training is clear when your boss and your boss’s boss have been through it and model it. 2. Create personal interest. You can use training certificates that stay with participants throughout their careers regardless of their organization. Or, you can survey employees to find out what kinds of training they want and need. 3. Communicate value through managers. When your manager includes training as a priority along with your other work, you'll be much more likely to see and understand the value. *** SHOW VALUE —> CHANGE MINDSETS     *** #leadershipdevelopment P.S. I see this as one of the most critical barriers to creating a culture of learning. Prove value to your participants, and you're well on your way.