For learning and development (L&D) professionals, the moment a leadership training session ends is often the most critical point in the entire process. While a workshop may have been engaging and insightful, the harsh reality is that without a structured reinforcement plan, most of the new knowledge and skills will be lost within days or weeks. This phenomenon is known as the “forgetting curve,” and it represents a significant threat to the return on investment (ROI) of any leadership development program. The true measure of success isn’t what leaders learn in the classroom; it’s what they apply back on the job.
This article will outline a strategic approach to reinforcement, moving beyond the traditional one-and-done model. We will explore practical strategies to combat the forgetting curve, embed learning into the daily workflow, and forge a critical partnership with managers to ensure that the investment in leadership development yields long-term, tangible results. The goal is to make learning an ongoing journey, not a fleeting event.
Understanding and Combating the Forgetting Curve
The forgetting curve, a concept first proposed by psychologist Hermann Ebbinghaus, illustrates how we lose a significant amount of newly acquired information over time if it is not reinforced. For a three-day leadership workshop, this means that unless we actively work to embed the new skills, a large portion of the learning will simply disappear.
To combat this, reinforcement strategies must be baked into the very fabric of the program from its initial design phase. We must move away from a content-delivery mindset to a behavior-change mindset. This means that every element of the program, from pre-work to post-training follow-up, should be designed with the end goal of sustained behavioral change in view.
Strategies for Post-Training Reinforcement
While the formal training session is over, the real learning journey is just beginning. Here are several high-impact strategies for L&D professionals to implement:
1. Peer-to-Peer Learning and Discussion Groups
A leader’s greatest resource for reinforcement is often their peers. Create opportunities for the cohort to continue interacting and sharing experiences after the training concludes. This can take many forms:
- Learning Circles: Facilitate small, self-organizing groups that meet monthly or bi-weekly to discuss how they are applying the new skills. This provides a safe space for leaders to share challenges, celebrate successes, and hold each other accountable.
- Online Forums or Channels: Use platforms like Microsoft Teams or Slack to create a dedicated channel where participants can ask questions, share relevant articles, and offer real-time support. This keeps the conversation going and allows for just-in-time learning.
This peer-based approach normalizes the struggle of applying new skills and fosters a sense of shared community, which is a powerful motivator for behavioral change.
2. Action Learning Projects
One of the most effective ways to reinforce learning is to make it directly relevant to the leader’s day-to-day work. Action learning projects bridge the gap between theory and practice. Assign leaders a specific, real-world business challenge to solve after their training is complete. For example, a leader who just completed a conflict resolution workshop could be tasked with mediating a long-standing dispute between two departments. The project should require the direct application of the skills learned in the training.
Action learning projects provide a practical application, a clear deadline, and tangible results, making the learning stick far more effectively than any post-training quiz.
3. Regular Check-ins and Microlearning
To keep the new skills top-of-mind, L&D professionals can use a “drip campaign” of small, reinforcing nudges. This can include:
- Brief Check-ins: A simple email or a short video from a facilitator a week or two after the training, reminding leaders of a key concept and challenging them to try it out.
- Microlearning Modules: Send out short, 5-minute modules on a specific topic (e.g., “Active Listening: A 5-Minute Refresher”) at spaced intervals. This helps combat the forgetting curve by re-exposing the brain to the information at strategic times.
These small, consistent touches serve as crucial reminders to practice and apply the new behaviors.
Partnering with Managers: The Secret Weapon
All the above strategies are significantly more impactful when the manager of the trained leader is an active participant in the reinforcement process. The manager is the single most important factor in whether a leader’s new skills will be adopted and sustained. They can either be a powerful enabler of growth or a silent saboteur.
L&D professionals must proactively engage managers in a strategic partnership:
- Communicate the “What” and the “Why”: Before the training even begins, meet with the managers. Don’t just tell them what their direct reports will be learning; explain why it is important. Connect the skills to the team’s and the company’s strategic goals. This provides context and gains their buy-in from the outset.
- Provide a Manager’s Toolkit: Equip managers with the tools they need to support their team members’ development. This can include a simple one-page guide on the key skills taught in the program, suggested coaching questions, and a list of follow-up activities. The goal is to make it easy for them to support their direct report’s learning.
- Encourage Coaching and Feedback: Train managers to act as coaches, not just supervisors. Encourage them to have regular check-ins where they ask questions like, “What is one new skill from the training you’re trying to apply this week?” and “How can I support you as you practice that new skill?” When a manager recognizes and rewards a new behavior, it reinforces the learning far more effectively than a certificate of completion.
- Hold Them Accountable: Finally, build a feedback loop where managers are also held accountable for their role in the development process. This can be through post-training surveys or even a brief conversation with the L&D team about how they supported their team member’s growth. When managers see that their involvement matters, they are more likely to prioritize it.
In conclusion, the investment in leadership development does not end when the training session does. In fact, that’s when the real work begins. By deliberately designing and implementing a robust reinforcement strategy that includes peer-to-peer activities, action learning, and, most importantly, a strong partnership with managers, L&D professionals can ensure that learning sticks. This transforms the training from a one-off event into a catalyst for long-term behavioral change, ultimately yielding a powerful ROI and creating a more capable, resilient, and effective leadership pipeline for the entire organization.
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