Well, it can be challenging however, not impossible. You as a trainer and a facilitator have to get them on on board by demonstrating how the training programmes align with the business goals and how can these programmes contribute to the organisational success. You can use case studies that demonstrate ROI on training. Engage the senior executives early on in the discussions when you are planning for the training programme so that it does not become only your agenda and becomes organisational agenda where everyone contributes. And finally offer them flexible options so that they can attend these programmes despite their busy schedules.

?? Focus on these three keys: ??Align Training with Business: ? Show how the training directly contributes to the company’s strategic objectives & bottom line. ? When executives see the tangible business impact, they're more likely to support & prioritize it. ??Present Data & ROI: ? Use metrics, case studies & projected Return on Investment to demonstrate the value of the training. ? Highlight productivity improvements, increased sales, or other measurable outcomes that would resonate with them. ??Offer Tailored, Executive-Level Benefits: ? Position the training as a solution to challenges executives face, such as leadership development. ? Personalize the benefits to their needs, ensuring they see it as beneficial to their own performance.

I have found a few things extremely effective in getting executives involved in training programs & they are surprisingly simple! 1. Make it fun - plan for training programs that combine compelling content with activities found in a kindergarten class. Adults love things that make them feel like a kid again, so lean in to that! 2. Ask them to present on a topic they specialize in - handing over the reins to a senior executive and letting them help create the content & present is an empowering thing for everyone. 3. Make it like a workshop-style training - executives love nothing more than hearing themselves speak. So give them platforms to do so through group projects and collaborative training objectives. They love showing off skills!

From my experience, getting senior executives on board with training objectives requires aligning the training with their strategic goals. For example, I once struggled to get leadership involved in a new leadership development program. To overcome this, I highlighted how the program would directly impact business performance by improving team leadership, reducing turnover, and driving innovation. Once they saw the connection to ROI and long-term success, their support and involvement increased dramatically.

This is an area L&D/Training departments often struggle to prove their value. It is also the Measurement part which so many do not do right. Foremost, every training objective needs to be linked to a company performance objective, and this could be incremental as company performance objectives may be broad. The time for performance measurement after training completion is dependent on the complexity of the company performance objective. It could be 1 week, or it could be 3 months. When appropriate, measure performance against company objectives, not training objectives. Once C-suite members see that company objectives are achieved, they'll be more confident that training objectives effective.