Ineffective Team Training

Your situation really isn't out of the ordinary. In fact, in nearly all team environments, it is common to find among the ranks at least one naysayer. Then again it is also just as common to find that people are willing and motivated to learn. This is especially true if people are learning something that improves the quality of their work life. Apparently, this is a fair representation of the situation you described; but I am not so sure that the consultant handled the situation appropriately. While planning a project, we also plan for a negative response from at least a few of the trainees.

Any training that involves a team, which most projects do, requires that a consultant or trainer does three very critical things at the onset of training.

1. Show why the training is needed and how it will benefit the trainees
2. Get everyone on board
3. Establish a true "team environment" in which everyone is excited about working together, learning together, and teaching others to apply what they have learned.

This is not always easy but absolutely can be accomplished. BUT, it must be done immediately. You cannot introduce a topic, begin training, and hope that all training participants are fired up and ready to learn. Items 2 and 3 listed above vary in complexity from project to project and can also vary throughout the stages of a training program. This requires that a consultant and/or trainer has the ability to 'get a feel' of the basic attitude of the audience and to quickly determine effective tactics for addressing and building upon these three critical elements of any training program. Despite expertise ,and working knowledge of a topic, a training program can still be a flop if the trainer does not understand how to motivate learners. Often it is only a matter of motivating learners, helping them feel confident in their ability to learn the material, and explaining the relevance of the training. However, occasionally we encounter a team member that is plain and simply negative, disruptive, and determined to ruin the experience for the trainer and all trainees. If that is the case a different approach is required.

Where I feel your trainer fell short is the fact that the behavior, even though unpleasant, was allowed to continue. You cannot go from tolerance to zero tolerance and expect desired results. Disruptive behavior must be addressed immediately. As you discovered in your situation the entire team, other than one member, was ready and willing to learn. There are ways to calmly and effectively correct disruptive behavior. Pushing a member out of a team or terminating him/her should be a last resort. As trainers our goal is to change that behavior. I do not feel your trainer handled this situation professionally. It is not professional to single anyone out or to encourage an "us against them" attitude. A team member should first be given the opportunity to change their behavior. If done properly the team itself will monitor behavior and challenge one another to be active and productive in the training experience. If a disruptive member realizes that the team will not tolerate such behavior the resistant team member will usually quiet down and eventually buy in to the training program. The fact is, every consulting and/or training project is different. Therefore, trainers must be viewed as likeable yet demanding; task oriented yet understanding of human behavior; and most of all, able to adjust to the training environment minute by minute.

It is possible that your trainer is inexperienced and has not developed these skills yet. Then again, some trainers never develop these skills. Because of confidentiality issues, trainers are often not at liberty to provide a detailed portfolio so it can be difficult to determine how experienced or successful he/she is. However, for future projects you may want to explain to the trainer the three immediate goals I listed above. When trying to select a trainer or consultant don't be afraid to ask questions. Ask each of the training candidates how they address each of those three critical elements of training. These steps absolutely must be addressed immediately and monitored throughout the entire training project. As a result of the experience you described you may have lost a very valuable team member. In addition to the cost of the training your company also invested money in recruiting and training a replacement.

I am also compelled to address a comment you made. I have pointed out flaws in the trainer's approach but the trainer is not entirely to blame. You stated that you were to some extent happy when the disruptive team member quit. Our job as leaders is not only to achieve company goals but to develop each and every employee and help them become successful. This is a difficult challenge and from time to time employees will leave an organization; but anytime an individual leaves an organization or fails to succeed under our guidance we have failed as a leader. I encourage you to consider that simply because we are responsible for the success of all team members. It is not my intent to criticize your overall leadership abilities, but it is important that we see every lost employee as a lost opportunity. Now would be a time to reflect. Is there anything you could have done to avoid losing a team member? There are no perfect leaders but we should use these experiences as learning tools.

Good luck on future projects and thanks for the question.

¹Resources:
Lencioni, P., (2002), The Five Dysfunctions of a Team, San Francisco, CA, Jossey-Bass Publishing