How can you ensure that the learning from a team workshop is sustained over time?

During my learning journey as a Coach, I am of the view that a Team Workshop be based upon "Experiential Learning". During and at the end of the workshop, learning is connected to actionable outcomes. In order to achieve this, the team members are divided into both homogeneous and heterogenous sub groups. Each of these groups take responsibility for one or two action items through regular interactions and reviews are planned say 3 to 6 months interval. Hand holding by the Coach is available during this period. The objective should be "Self Sustaining" teams emerge as an outcome.

Depending on the size of the team, it may be advisable to get them involved in the planning phase to ensure "buy-in" up front. If the learning workshop covers several days, interim status checks can be helpful as well.

How it starts can really impact the outcome, so you have two different situations: - attending an already set up workshop - designing a specific workshop with a set goal For the first one, understanding how the workshop was built, what it looked to achieve, speaking with the facilitator on how the company will measure its success and also with the employees that will attend conveying the success factors are key moments to define what the expected outcomes will be. The second one, that is designed in its core to achieve certain goals, is really dependant on how accurate you communicated them to the facilitator and what key metrics will you set to evaluate it.

Sometime trainings that are required don't land as well as we hoped, and ongoing education and practical application can bridge the gap. But in order to do that, managers have to lead by example, opening up a conversation about the desired objective and mining out the material that is worth talking about. Think of training and development as a springboard for meaningful discussion, and don't be afraid to acknowledge when things don't hit the mark. Managers often think of continuing education as a check off a list, or a compliance requirement, but really it's a pathway for discussion, innovation, and engagement through good old fashioned conversation (plus a meme or two doesn't hurt).

In my experience, positive reinforcement alone is insufficient for sustainable results. Immediate boosts in performance are temporary without considering individual learning styles and the nature of the task. True progress with sustained results comes from recognizing what makes a task draining and adapting to the individual's talents. By collaboratively finding a more fitting approach, positive reinforcement then serves as useful feedback, ensuring long-term success. It can be difficult to accommodate such an approach if there isn’t trust, psychological safety, talent based development tools, and a collaborative culture.

Learning leaders can add value by co-creating with key stakeholders. Use focus groups to review learning objectives and content for alignment with the organization’s goals.

Continuous learning is critical for skills development. Extend the learning process by using stretch assignments for practical application.

If the training was high quality and met the defined objectives, that’s half the battle. The other important thing to consider is “buy in” specifically from leadership. Without buy in from managers and leaders there will be no traction and the training will be yesterdays news tomorrow. My secret sauce for maintaining traction is to provide resources that make it easy for managers to incorporate the training materials/learning into their staff meetings and especially the 1-on-1s with their direct reports. Easily digestible 5 minute chunks of ongoing relevance. If the training materials/outcomes/learning is brought to top of mind every week or even every few weeks, then it has a chance to maintain momentum and become habitual.