Listen to this article. (Voice is AI-generated. Inconsistencies may occur.)
It might seem odd for me to write about why people have objections to training, since most readers (maybe you) are “all in” for developing yourself and others. If you are focused on and invested in development and self-improvement, you most need to read this. Why? Because you might not acknowledge – or even realize – that not everyone is seeing the world the way you do.
The truth is, lots of people have objections to training – and until you know what those objections are, you can’t possibly help people get past them. Whether you are thinking about this for members of your team or across your enterprise, you can’t shift the mindset of others until you understand their current mindset and belief.
Biggest Objections to Training
I’ve written these in first person on purpose. I want you to read them as if these were your thoughts. Put yourself in the shoes of the person who thinks/feels that way as you read them (even if that isn’t your personal feeling or experience).
- I already know it. Why would I need to go to training if I already know the material?
- It won’t be relevant. If I don’t believe this will help me, why would I want to attend?
- It will be boring. It will probably be “death by PowerPoint.” No thanks.
- I don’t learn in a “classroom.” I’m a hands-on learner, and classroom learning doesn’t work well for me.
- Virtual training isn’t helpful. Classroom isn’t great, but virtual, while I sit in front of my computer? No, thanks. I get distracted and don’t learn anything anyway.
- It takes too much time. If they could just get down to the point, maybe it would be helpful. But I don’t want to spend <insert length of time> on that topic!
- I have too much to do. Even if I wanted to go to training, when I get back, I will be so far behind. It’s just not worth it.
The list could be longer – and you may have some you would add; if you do, mentally add them to your list.
Having this list of objections is important. Not all of them apply to everyone or to every organization. Spend some time understanding what people’s concerns and objections are. Think too about which of these you understand, and which are largely foreign to you. Next week, I will share some ways to overcome these objections.
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