Change Management in Training Initiatives

Training without culture change is why your new processes never stick. I've spent a decade training product teams, and I can tell you exactly which ones succeed: the ones where leadership built the infrastructure and culture to support what we taught. Here's what I've learned. Most organizations approach training backwards. They bring everyone together, deliver great content, get enthusiastic feedback.... and then send people back into systems that punish exactly what they just learned. A team learns to run small experiments? Their planning process still demands detailed 12-month roadmaps. They're taught to validate with customers? There's no time allocated, no research budget, no clear way to feed insights back into decisions. They embrace evidence-based prioritization? Leadership still overrides everything based on gut feel. The pattern is clear: Training + Culture = Capability. The teams that actually change their habits have three things in place: 1. Decision rights: People can actually act on what they learned without eighteen approval layers. 2. Time and resources: Customer conversations and experiments aren't "nice to haves" squeezed between meetings. They're built into how work happens. 3. Leadership alignment: Managers reinforce new behaviors in roadmap reviews, retrospectives, and how they talk about success. This is why it's great to START with the managers and senior leadership when making an organizational change. Before you invest in another training program, look hard at your organization. Are you set up to support what you're about to teach? Do your processes, metrics, and incentives actually reward the behaviors you want? If not, you're not building capability. You're just running expensive theater. What have you seen work, or not work, when rolling out new ways of working?

Not every learning initiative needs a full‑scale change strategy. But every initiative needs something. Think of change models like tools in your kit: * You don’t use a sledgehammer to hang a picture frame. * You don’t manage enterprise transformation with vibes and a slide deck. The mistake I see over and over in L&D? Either no change model at all… or one that’s wildly overengineered. Here’s a simpler way to think about it: 1)     SIMPLE PROGRAMS Awareness → Action → Accountability (often called a Behavior Change Chain or Results Chain) Perfect for straightforward skills or process training. The logic is simple (and powerful): Awareness: People understand what’s changing and why Action: They practice the new behavior in real work Accountability: Expectations, feedback, and follow‑up reinforce it If you skip accountability, you don’t get change — you get hope. You’ve heard me say this uncountable times before: hope is NEVER a strategy. 2)     MID‑COMPLEXITY PROGRAMS ADKAR (Prosci’s crowd‑favorite for a reason) When the change is more disruptive, new systems, new workflows, new expectations, ADKAR gives you structure without overwhelming anyone: * Awareness of the need for change * Desire to participate and support it * Knowledge of how to change * Ability to perform new behaviors * Reinforcement to sustain the change This is where a lot of learning programs should live — but don’t. Instead, we tend to jump straight from Knowledge to “good luck out there.” (GASP!) 3)     COMPLEX, ENTERPRISE‑WIDE INITIATIVES Kotter’s 8‑Step Model (for when the stakes are real) This model isn’t “extra", this is what serious transformation requires: 1- Create urgency – Make the case for why now 2- Build a guiding coalition – Change doesn’t happen solo 3- Form a strategic vision – Clear direction beats vague ambition 4- Communicate the vision – Repeatedly. Then again. Then again. 5- Remove barriers – Processes, policies, leaders, mindsets 6- Generate short‑term wins – Proof builds belief 7- Sustain acceleration – Don’t declare victory too soon 8- Anchor change in culture – “This is how we do things now.” If you’re trying to drive enterprise change without leadership alignment, reinforcement, and cultural anchoring… That’s not transformation. That’s theater. Here’s the real point: The goal isn’t choosing the “perfect” model. It’s choosing a model and using it intentionally. Because: Learning without change management is simply information but learning with change management transforms into capability. Your turn: Which change management models are you using? Which would you like to start using? Drop a number…1, 2, or 3…in the comments OR share your favorite so we can learn to manage change in learning more effectively. Part 3 of a 4‑part series on Change Management in Learning. Up next: Where real change lives: reinforcement, measurement, and proving impact. #changemanagement #learninganddevelopment #behaviorchange #organizationalchange #leadersipdevelopment

My AI lesson of the week: The tech isn't the hard part…it's the people! During my prior work at the Institute for Healthcare Improvement (IHI), we talked a lot about how any technology, whether a new drug or a new vaccine or a new information tool, would face challenges with how to integrate into the complex human systems that alway at play in healthcare. As I get deeper and deeper into AI, I am not surprised to see that those same challenges exist with this cadre of technology as well. It’s not the tech that limits us; the real complexity lies in driving adoption across diverse teams, workflows, and mindsets. And it’s not just implementation alone that will get to real ROI from AI—it’s the changes that will occur to our workflows that will generate the value. That’s why we are thinking differently about how to approach change management. We’re approaching the workflow integration with the same discipline and structure as any core system build. Our framework is designed to reduce friction, build momentum, and align people with outcomes from day one. Here’s the 5-point plan for how we're making that happen with health systems today: 🔹 AI Champion Program: We designate and train department-level champions who lead adoption efforts within their teams. These individuals become trusted internal experts, reducing dependency on central support and accelerating change. 🔹 An AI Academy: We produce concise, role-specific, training modules to deliver just-in-time knowledge to help all users get the most out of the gen AI tools that their systems are provisioning. 5-10 min modules ensures relevance and reduces training fatigue.  🔹 Staged Rollout: We don’t go live everywhere at once. Instead, we're beginning with an initial few locations/teams, refine based on feedback, and expand with proof points in hand. This staged approach minimizes risk and maximizes learning. 🔹 Feedback Loops: Change is not a one-way push. Host regular forums to capture insights from frontline users, close gaps, and refine processes continuously. Listening and modifying is part of the deployment strategy. 🔹 Visible Metrics: Transparent team or dept-based dashboards track progress and highlight wins. When staff can see measurable improvement—and their role in driving it—engagement improves dramatically. This isn’t workflow mapping. This is operational transformation—designed for scale, grounded in human behavior, and built to last. Technology will continue to evolve. But real leverage comes from aligning your people behind the change. We think that’s where competitive advantage is created—and sustained. #ExecutiveLeadership #ChangeManagement #DigitalTransformation #StrategyExecution #HealthTech #OperationalExcellence #ScalableChange

“Just train them.” That’s how most Digital Transformations try to handle resistance. Like a tutorial will magically erase years of habits, hesitations, and “this won’t work for us.” Let’s clear this up: Training = how 👉 Click here, enter this, press save Change management = why 👉 Why this matters, why we’re changing, why it’s worth adopting One teaches tasks. The other rewires behavior. By the time you’re scheduling training sessions, resistance has already settled in. People are nodding in meetings but quietly creating their own workarounds on the side. (Trust me, there’s always that one person building a “better version” in Excel.) Here are 3 things you can do instead of “just training”: 1️⃣ Map the impact per role → What changes for them, really? Not just the tool, but the decisions, responsibilities, and workflows. 2️⃣ Create a resistance plan → Ask leaders: “Where will this break?” and “Who will push back?” Then pre-communicate. Pre-support. Pre-own it. 3️⃣ Train the nervous system, too → Burnout, stress, and tech fatigue kill adoption. Introduce breathwork, pacing, breaks. Change takes energy. Because if you treat change management like a checklist? Don’t be surprised when your system becomes shelfware. PS. What’s the most expensive “just train them” moment you’ve seen? ♻️ Repost if you’ve ever seen “just train them” crash and burn. 👋 Follow Mariya Koteva for more insights on Digital Transformation.

Nothing fools a change team faster than a wave of tactical questions that sound like buy-in: “How do I get started?” “When does training take place?” Many change managers — especially those practicing ADKAR — seem tempted to do a little victory dance when people ask “how” or “when” questions, but no “why” questions. They joyfully conclude: “Great, these are knowledge and ability questions, so they’re clearly on board and almost ready!” That’s a flawed conclusion for several reasons: ☝️ First, it rests on the incorrect assumption that change is a neat, linear journey through boxes: first awareness, then desire, then knowledge. In reality, people might ask “how” questions to assess if the change was properly thought through. They might be figuring out whether to get behind it, or to quietly brace themselves for trouble ahead. ☝️ Second, it ignores basic human and social dynamics. In most organizations, it’s simply not wise to openly question decisions. People fear being seen as difficult, negative, or not a team player. And in many cultures — national and organizational —, it’s not right to challenge direction. So instead of asking “why are we doing this?”, employees ask about dates, steps, and processes. Underneath, they may still doubt whether this change is needed at all. ☝️ Third, people often seek detail to regain psychological safety. The more they understand the mechanics, the more control they feel. But that’s about reducing personal anxiety, not a sign of commitment. ☝️ Finally, many people genuinely want to be supportive and explore ways to make things work. At best, that shows a willingness to stay open, but that’s not the same as truly desiring the change. So, how do we get a more reliable sense of where people stand? Here are some ideas: 💡 Compare feedback across different channels Anonymous surveys often reveal thoughts and concerns that people would never voice in a live setting. In large Q&A sessions, they’ll stick to safe tactical questions. In focus groups, guarded curiosity sometimes breaks into frank honesty. If themes shift dramatically depending on format, that alone tells you people don’t feel comfortable being fully candid. 💡 Use tools like a “wall of concerns” Whether it’s a physical board with sticky notes at a workshop or an online anonymous board, ask people to post their biggest questions or worries. This normalizes voicing doubts. Once the notes pile up, look for themes. If the same themes surface over and over, that shows where credibility or clarity may still be lacking. 💡 Watch how people ask A question wrapped in disclaimers like “just wondering…” or in nervous jokes often hides deeper unease. A polite nod followed by silence can say more than a dozen spoken words. If we want to know where people truly stand, we have to go about it thoughtfully — and stop mistaking various things for commitment. #changemanagement #organizationalchange

Most leaders instantly understand what a product team does. You don’t ask Product to “just ship a feature.” You expect them to understand the user, design the experience, drive adoption, measure what changed, and iterate. Now imagine we treated L&D the same way. Because capability is a product too. A course is just one deliverable inside the product…never the whole thing. When we shift from “deliver training” to “build a capability product,” the roles in L&D make a lot more sense: INSTRUCTIONAL DESIGNER: Designs what people need to perform: practice, feedback, and performance support…not just content. LEARNING STRATEGIST: Builds the roadmap, aligns stakeholders, defines success, and keeps work tied to outcomes. FACILITATOR / ENABLEMENT LEAD: Moves learning into application through scenario practice, coaching, and reinforcement. LEARNING OPS / LMS: Makes the capability product accessible, scalable, governed, and actually used. MEASUREMENT: Tracks whether performance shifted and NOT just whether people clicked “complete.” Prosci nails it: adoption isn’t a training event. It’s a reinforcement system. That’s where capability sticks. Calling all leaders: when you greenlight a major change, who owns time-to-competence, and how do you know it’s actually happening? __ #ChangeManagement #BusinessTransformation #Leadership #OrgEffectiveness #CapabilityBuilding #Performance #Adoption

Training Isn't a "Side Thing" in Your F&O Implementation. Elif Item, MCT, MVP has run major D365 F&O implementations for 15 years. She's seen the pattern repeat over and over: projects treat change management and training as separate from the actual implementation work. That separation is killing adoption. We discussed why successful F&O implementations embed training into every project task rather than treating it as an add-on. Because here's the reality: you can have perfect technology, but if people don't use it, you won't get the ROI you promised the board. Three take aways about F&O training that you won't hear often: 1️⃣ Training isn't free just because you use internal resources. The "train the trainer" model sounds budget-friendly until you realize those internal champions still have their day jobs. Expecting them to build comprehensive training programs alongside their regular responsibilities is setting them up to fail. Training will cost you money and time whether you hire externally or do it internally. Plan for it. 2️⃣ The sales process sets you up for this mistake. Microsoft and implementation partners typically separate change management costs from implementation costs in their proposals. This makes the core implementation price look better, but it creates the illusion that training is optional or can be handled "later." By the time "later" arrives, you're already behind schedule and over budget. 3️⃣ Project management experience predicts training success. Elif noticed that customers with PM teams who've implemented ERPs before (even non-D365 systems) immediately understand that adoption drives outcomes. They demand better training plans. They push back on inadequate resources. They seek out specialists when the partner's plan feels thin. If you're implementing F&O and your project plan treats training as a line item rather than a core workstream, you're not planning for success. How is training and change management structured in your current or recent D365 implementation? Is it embedded in the project plan, or treated as a separate track?

Navigating Change Management with Positive Interventions Engage Employees Early and Often Involve employees in the change process by seeking their input and addressing their concerns. This early engagement fosters a sense of ownership and reduces resistance. According to a study by Prosci, organizations that actively engage employees throughout the change process are six times more likely to achieve their change objectives. Implement Change Champions Networks: Establish a network of change champions—employees across various levels and departments who advocate for the change and provide peer support. These champions can help communicate the benefits of the change, model desired behaviors, and address concerns. Research from McKinsey & Company shows that organizations with change champion networks are 29% more successful in implementing change initiatives. Provide Continuous Learning and Support Offer training, resources, and ongoing support to help employees develop the skills and knowledge needed to navigate the change. This can include workshops, online courses, and access to change management tools. A report by the Association for Talent Development (ATD) found that continuous learning during change processes increases employee adaptability by 35% and accelerates the pace of change adoption. Use Data-Driven Change Monitoring Leverage data analytics to monitor the progress of change initiatives and identify potential roadblocks in real-time. This proactive approach allows you to adjust strategies and provide targeted interventions where needed. According to Gartner, organizations that use data-driven change monitoring reduce implementation time by 20% and improve overall success rates. Foster a Resilient Organizational Culture Cultivate a culture of resilience where change is viewed as an opportunity for growth rather than a threat. This can be achieved by promoting a growth mindset, celebrating small wins during the change process, and recognizing employees who adapt effectively. The Journal of Organizational Behavior highlights that organizations with a resilient culture are 50% more likely to navigate complex changes successfully. #ChangeManagement #Leadership #OrganizationalChange #EmployeeEngagement #PositiveInterventions Prosci. (2021). The Importance of Early Employee Engagement in Change Management. McKinsey & Company. (2020). The Role of Change Champions in Successful Change Initiatives. Association for Talent Development (ATD). (2022). Continuous Learning: A Key to Adaptability in Change Management. Gartner. (2023). Data-Driven Change Monitoring: Enhancing Change Management Success. Journal of Organizational Behavior. (2019). Building a Resilient Culture for Successful Change Management.

I just wrapped up a call with a new client in the education space, and one thing became crystal clear: no matter how innovative the technology, adoption hinges on people, communication, and alignment. The district is rolling out Promethean boards, moving away from Smart Boards to enhance the classroom experience. But here's the challenge: faculty and staff weren’t looped into the "why" behind the shift, the broader technology strategy, or even how this change benefits them. No wonder the training sessions are going unattended! In less than an hour, we tackled the root issues: 👥 People First: Ensuring faculty and staff feel seen, heard, and valued. 📢 Clarity in Communication: Why the change? How does it fit into the district’s vision? 🤝 Alignment Through Engagement: Involving faculty and staff in the conversation to understand their concerns and needs. And then we established actionable next steps: A clear plan to identify impacted employees, what their needs are and ideas to engage them in the change; and of course, how they're going to communicate the strategy, including what, when, why, and how it's happening to ensure training feels meaningful and accessible. Promethean boards have incredible potential to transform the classroom, and as with any innovation, success depends on how well people are brought along for the journey. Technology is a tool, but it’s the people who make transformation happen. When leadership takes the time to connect the dots, change starts to feel less like something done to employees and more like something built with them. Have you ever seen a promising change falter because people weren’t on board? How did you turn things around? #Leadership #Change #EmployeeEngagement #Technology #TrainingIsNotChangeManagement

Step 3 of Change Management - Change Behaviours 🔄 As much as we may want to believe that giving someone training will change their behaviour - that is rarely the case. The final step in effective change management is about reinforcing actions to build new behaviours. Here’s how you can ensure lasting change in your sales organisation: - Regular Check-Ins: Schedule frequent one-on-one meetings to discuss progress, address challenges, and provide feedback on the new behaviours. - Celebrate Wins: Recognise and reward team members who are successfully adopting the new behaviours. This reinforces positive change and motivates others to follow suit. - Create Accountability: Set up accountability structures, such as peer mentoring or buddy systems, to ensure team members stay on track. - Monitor and Adjust: Continuously monitor the impact of the new behaviours and be open to making adjustments. Flexibility is key to sustaining change. - Foster a Growth Mindset: Encourage a culture of continuous improvement. Highlight the importance of ongoing development and adapting to change as part of the team’s ethos. Reinforcing new behaviours solidifies change and drives long-term success. By focusing on mindsets, actions, and behaviours, you can lead your sales team to new heights! 🚀 #ChangeManagement #SalesLeadership #BehavioralChange #SalesSuccess