You're facing pushback from team members on a new training approach. How can you get them on board?

Clearly articulate the reasons behind the new training approach, emphasizing the benefits for the team and the organization. Listen to their concerns and provide honest, transparent answers. Acknowledge any valid points they raise.

To ensure a successful training program, it’s crucial to first understand the participants and their specific needs. By aligning the training outcomes with these needs and engaging their emotions, you can create a sense of ownership and commitment. Involve them in every stage of the process to make them feel like true stakeholders in the initiative, reducing the need for additional motivation.

O novo pode gerar um certo temor ao desconhecido, resultando em resistência a aceita??o da equipe. Por isso, é fundamental sempre que for aplicar algo novo ou uma nova abordagem, os porquês dessa nova fase sejam esclarecidos. Conte ao seu time quais s?o os objetivos esperados dessa a??o e como a colabora??o é fundamental para o sucesso do projeto. Também é importante dar espa?o e escutar seu time, assim entender quais podem ser as preocupa??es de cada um. Criando um espa?o aberto ao dialogo e uma cultura de confian?a entre os membros.

To get team members on board with a new training approach, consider these strategies: Communicate Benefits: Clearly explain how the new training will improve their skills and contribute to personal and team success. Involve Them Early: Engage team members in the decision-making process, seeking their input and addressing concerns. Showcase Success Stories: Share examples of positive outcomes from other teams or companies using the same approach. Provide Support: Offer continuous support and resources to help them adapt to the new method. Start Small: Implement the new approach in stages, allowing time for adjustment and feedback.

Apply the Pull & Push Learning technique. Employees tend to accept learning programs that will help their careers so it is easy for them to “PULL”, that is, accept willingly. But when the training does not align with their career, they become so reluctant and this is where the PUSH technique comes in. Here is how to PUSH the training to them: 1. Help them to see how the training aligns with their job. Not just talk but show them by creating a scenario of how it will help their jobs. 2. Start with a small team: Pilot the approach with the team to demonstrate success. 3. Let the team that participated share their testimony (feedback). This will motivate others.

Beaucoup de salariés que j'ai le plaisir de former/ coacher, sont à la recherche de solutions concrètes et opérationnelles. Si l'on anticipe bien les besoins avant la formation lors de la phase d'ingénierie pédagogique, la formation sera beaucoup plus pertinente pour celui/celle qui se forme car il peut projeter ses acquis dans son quotidien.

Involve team members in the development or customization of the training approach. Their input can help make the training more relevant and acceptable. Consider running a pilot program with a few team members and gather their feedback to improve the training.

Esclarecer aos colaboradores os benefícios de um treinamento vai fazer com que eles sejam mais receptivos com o processo. E fazer com que o treinamento n?o interfira na rotina e seja realmente proveitoso pela equipe, dá credibilidade para a lideran?a.

Clearly articulate the purpose of the new training approach and how it aligns with the team’s goals and the organization’s objectives. Explain how the training will benefit them personally and professionally, addressing any potential misconceptions or fears.

Tie it to Individual Goals: Explain how the new training will help each team member develop skills and capabilities that will benefit them personally. Perhaps it will make their day-to-day work more efficient, open up new career opportunities, or allow them to take on more challenging and rewarding projects.

Líder, tenha interesse em conhecer quais s?o as pessoas do seu time. Dentro e fora do trabalho, busque conhecer suas expectativas, ambi??es, motiva??es, mas claro, dentro do limite. Essa a??o é importante para criar vínculo com sua equipe. Seu time precisa saber que ocupa uma posi??o importante e única, assim se sentir?o pertencentes. Permita-os participar dos desafiados e oportunidades, sendo coadjuvantes na constru??o das solu??es.

From experience, i hv found that early resistance is best handled from the start stage by getting the team involved in the planning and deliberation of approach design. People are far more open when they are included in the decision making process to adopt different approaches even though they may be uncomfortable with the change. But being consulted means they are respected and with the right communication and motivation can lead to better support of any new approach including in training

Emphasize how the new training approach can help them develop new skills, advance their careers, and perform their roles more effectively. Share success stories and case studies where similar training approaches have led to positive outcomes.

Involve team members in the decision-making process regarding aspects of the training, such as content selection, format, or scheduling.

Placer l'apprenant au c?ur de sa formation en le rendant acteur de son apprentissage est très pertinent. Je conseille l'utilisation des méthodes pédagogiques actives.

Provide clear instructions and resources to help team members understand the training process and expectations. Offer continuous support through coaching, mentoring, and accessible help channels.

Servir de lien pour la compréhension du changement et d'accompagnateur en montrant notre présence, notre disponibilité. Pas uniquement lorsque le problème se présente, mais aussi dans l'anticipation de celui ci. Tenons compte de chaque facette de cette pierre angulaire qui même au changement réussit et elle s'adaptera au mieux à la chose à laquelle nous l'avons destiné.

Provide support by offering clear guidance, resources, and training to your team. Establish open lines of communication for questions and feedback. Create a supportive environment by recognizing achievements, addressing challenges promptly, and fostering a culture of collaboration and continuous learning. Ensure everyone has the tools they need to succeed.

Foster an environment where team members feel comfortable expressing their concerns and suggestions. Encourage teamwork and collaboration during the training sessions to build a sense of community and shared learning.

Testimonials: Interview employees who have gone through the training and ask them to share their personal experiences and the impact it had on their work. These authentic, first-hand accounts can be incredibly compelling.

Share success stories or examples of other teams or individuals who have benefited from similar training approaches. Use testimonials or metrics to illustrate positive outcomes.

Apporter des exemples concret dans les formations, des histoires de vie, des exemples qui parlent aux gens et de loin le meilleur atout qui puisse créer des liens et éveiller les consciences.

A culture of continuous improvement starts with the key stakeholders. Being willing to listen and pivot when needed is a true hallmark of strong leadership. Remember lasting change comes when you plan, do, study, act.

Iterate and improve by regularly reviewing processes and outcomes, gathering feedback from team members and stakeholders, and analyzing data to identify areas for enhancement. Implement changes incrementally, test their effectiveness, and adjust accordingly. Foster a culture of continuous improvement where experimentation and learning from both successes and failures are encouraged.

La formation de Morpho-psychologie fait souvent peur aux gens qui n'ont pas choisi d'y participer car elle va mettre à jour leur fonctionnement les plus intimes. Mais l'expérience est tellement bluffante qu'il suffit de choisir correctement les 1er membre de l'équipe pour qu'ils deviennent malgré eux ambassadeur de la formation une fois celle ci finit. Changez quelques petites choses pour la prochaine formation et vous créerez une surprise ! Savoir écouter les participants dans un tour de table à la fin me semble incontournable pour améliorer le fond et la forme.

Desde las áreas de capacitación, estamos dispuestos a ense?ar, la gran inquietud es ?las personas están dispuestas a aprender? En muchas de las formaciones corporativas las personas están más atentas a cumplir con su día a día que a recibir formación, inclusive sobre temas relevantes como aplicaciones que agilizarán su trabajo, por otro lado, captar su atención a través de formaciones remotas es todo un reto. Es por esta razón, que las áreas de capacitación deben estar en constante renovación, las actividades de formación están nutriéndose y apoyándose en conceptos como el Micro-learning, formación personalizada en el puesto de trabajo, y actividades colaborativas que despierten un mayor interés en la formación.

Yes, definitely if training is not conducted in a quality time or properly proposed well in a on job improvement bridges, might asks questions. Prepared a holistic overview of the organisational capabilities of the staffs and also map the gaps implemented by the organisation. Upgradation of skills is a must for every staff. The concern staff has to proposed the impactful plan with concrete improvement linkages of activities, outputs and outcomes. When identified by everyone the gaps and requirements of bridges of training then every agreed to it, there is no place for objection for new training.