Management training doesn’t work unless the training is continually consolidated until it becomes a habit.
Whenever I conduct management training I always make sure that there is a continuing programme of contact to make sure that the training is being absorbed.
And I don’t just mean giving delegates my phone number and suggesting they phone if they have a problem.
Often the problem with implementing management training is implementing it back in the office. Equally the manager might think the training doesn’t work if they can’t use it and will avoid phoning for help.
So using a more active approach with training is a much more successful way of getting a habit formed.
In particular I’ve noticed that time management and projects management tend to go west most quickly as often just one or two from a company are sent to learn the techniques and tactics for success. That means when they try to start using them in their business people are resistant to change. After all they’re “doing OK where they are, why should they change?”
With outside support it makes it easier for the delegate to continue using the techniques and tactics successfully.
Although to be fair I always recommend that a company puts everyone through projects or time management training so they all know how it works and get the same benefits from implementing the techniques. It also makes overall implementation much more effective.