At ILC International, we are often called upon to deliver targeted workshops designed to drive meaningful outcomes for companies and their teams. The challenges organizations face are diverse, ranging from time management and effective communication to leadership development and stress management, to name a few. Ultimately our workshops focus on:
Typically, an HR representative or team lead identifies the problematic area based on their experience and internal knowledge of the organization. Sometimes, this is supplemented with survey results from a company-wide questionnaire, asking employees something along the line of: "what topics would you like us to address in our next developmental initiative?"
Once the main focus point is identified, ILC, along with other human-centric service providers, is contacted. Some firms request an immediate proposal based on a predefined list of criteria and a predetermined theme. However, we always recommend an initial online or face-to-face meeting to discuss the details and create a tailored solution.
During this preliminary meeting, we gather essential information, such as the number of participants, the time available (often 1.5 to 2 hours) to cover specific topics and an overview of the current company or team dynamics and challenges. This meeting also gives us an opportunity to introduce ourselves, and our skillset. Interestingly, while some people are curious about our background, others view coaches and psychology consultants with skepticism, perceiving us as a blend of necessary expenses, experienced sales people, and questionable professionals.
Moving beyond this perception, it is important to note that most large organizations today have internal teams dedicated to organizing developmental efforts. They often view external providers simply as a service they pay for. Consequently, we are expected to "come, entertain, engage, and go". The middle part—entertain and engage—is often referred to as "experiential."
The success of a developmental initiative, whether it's a workshop or a program, hinges on how satisfied participants are with the overall experience. To achieve this, the initiative must ensure participants:
In essence, the expectations are high, much of it remains unspoken, and a significant level of mistrust exists towards psychologists, coaches, and consultants, who are often perceived as "general bulls***ters."
Few companies openly aim for "behavioural change" as a result of developmental workshops. Most settle for the "feel-good element" and leave it at that.
This can be attributed to expectations management and an overall lack of belief in the possibility of achieving significant results. There is a prevailing notion that in a professional setting, where individuals have substantial experience and established ways of working, both leaders and staff will only change if forced by external circumstances and demands.
Time, budget, reputation, and bottom-line limitations further skew expectations, leading companies to opt for:
Those four solutions listed above address the three true goals organizations usually aim to reach:
In other words, organizations are not primarily looking for behavioral changes or individual performance development for future growth. Instead, they seek outcomes that align with the above 3 points and there is solid logic in that. It ensures that developmental initiatives 1/ do not disrupt the system significantly and 2/ comply with the unspoken priorities and beliefs within the company.
What's not to like?
While the above approach to developmental initiatives might seem effective on some level, it has two main drawbacks that are really important to understand and acknowledge!
Is this a 'catch-22' situation?
How can we escape the cycle of organizing events, investing resources, and getting minimal benefits that do not align with the original intent?
Firstly, it's important to recognize that the rise in developmental initiatives in workshop formats is a trend. A simple Google search for "developmental workshops" reveals a staggering 4172.59% !!! increase in results over the last two decades:
Have a look at the graph year by year from 2000 until today.
This indicates a significant interest in the topic, likely driven by several historical trends:
Several recent studies highlight the tangible benefits of developmental initiatives:
Training and development initiatives are here to stay, providing various benefits for organizations - surface level or not.
To maximize the benefits they provide we suggest that organisations and leaders like yourselves MUST:
Developmental initiatives, even when limited to just 1.5 hours at a time, can yield substantial benefits when approached strategically and with a long-term vision. These efforts are crucial for fostering resilient, skilled, and motivated teams that drive organizational success. However, a narrow, short-sighted view of their strategic importance and key place in personal and organizational growth may lead to only superficial gains.
The data and trends unmistakably show that developmental initiatives are more than just a passing fad—they are a critical component of modern business strategy. When thoughtfully designed and implemented, these initiatives enhance employee well-being, boost productivity, and cultivate a culture of continuous improvement.
The debate over whether a 1.5-hour workshop can truly effect behavioural change is one that organizations must carefully consider. While such short sessions can provide a quick boost in morale and a superficial sense of progress, they often fall short of delivering substantial, lasting change. The allure of these "bite-size" solutions is understandable—they are easy to schedule, relatively inexpensive, and offer immediate gratification. However, the real cost lies in the missed opportunity for deeper, more meaningful development.
To move beyond the surface, organizations must recognizethat true behavioural change requires a strategic, long-term commitment. This means integrating workshops into a broader development plan, ensuring consistent follow-up, and embedding new practices into the daily workflow. Leadership involvement is crucial; without it, even the best-designed programscan falter.
Furthermore, the success of developmental initiatives should be measured not just by immediate participant feedback, but by long-term outcomes such as improved performance, resilience, and engagement. This shiftin perspective—from short-term fixes to sustainable growth—will unlock the true potential of employee development.
In conclusion, while the idea of achieving significant behavioural change through a 1.5-hour workshop may be appealing, real transformation requires a more robust approach. By committing to comprehensive, strategically planned initiatives, organizations can create a culture of continuous improvement, ensuring that their investment in development yields lasting benefits. Let's embrace the challenge and focus on genuine growth, making every developmental effort count.