I know firsthand how tough it can be when the team isn’t fully on board with a new training approach. One thing that’s worked for me is starting with a conversation, not just about 𝘸𝘩𝘢𝘵 we’re doing, but 𝘸𝘩𝘺 it matters to their growth and goals. I’ll often share examples of how these methods have made an impact elsewhere. When the team sees the value and feels involved in the process, they’re more likely to commit and even bring their own energy into the training.

To get your team on board, start by actively listening to their concerns to understand the root of their resistance. Address these concerns by clearly explaining the benefits of the training and how it aligns with their goals. Involve them in the process by inviting feedback and making adjustments where possible, giving them a sense of ownership. Show early wins or small successes to demonstrate the effectiveness of the methods. Finally, emphasize continuous support and encourage an open, collaborative environment to make the transition smoother.

Asking for input on what they find effective or challenging in the current methods. Explain the purpose behind the training and how it directly benefits them, tying it to their professional growth or success in their roles. Incorporate some flexibility by offering varied formats—like hands-on sessions, group discussions, or self-paced learning—to accommodate different learning styles. Recognize their expertise, empowering them to share insights or lead parts of the training, which can increase engagement and ownership. Consistently highlight progress and improvements to reinforce the value of the training.