Training That Survives the Monday After

Capability is not what a team can demonstrate in a well-run workshop. It is what remains when the facilitator leaves the room.

Design backwards from Monday

Start with the behavior you want to observe a week after the program: a manager running a harder conversation, a team writing a shorter brief. Then build only what produces that behavior. Everything else — the energizers, the frameworks nobody will use — is decoration, and decoration is expensive.

Cohorts, not audiences

Learning happens between people who work together and will continue to. We build in cohorts drawn from the same reporting line, so the practice continues in the corridor rather than ending at the door.

Measure behavior, not satisfaction

Smile sheets measure the room, not the organization. We agree on two or three observable indicators before the program begins and review them eight weeks later. If nothing moved, the program was an event — and we say so.

Training is where strategy becomes habit. Treat it with the seriousness of any other operational investment.