Training that does not change behaviour is theatre. We invest where it moves risk and results: decision quality, managerial consistency, and cross-functional handoffs. Start with the outcomes you want (e.g., reduce regretted attrition, increase on-time delivery, raise customer NPS), then choose the lightest intervention that sticks, workshops for shared language, coaching for habit, and on-the-job drills for muscle. We pair practice with measurement, so you can scale what works and stop funding what does not. The aim is not “more training”; it is a stronger system and leaders who multiply others.

How much should we spend?
Match budget to risk. For most scale-ups, 0.5–1.5% of payroll targeted at priority behaviours is realistic.

Workshops or programs?
Blend. One workshop to co-create and align language; a 6–12-week cycle to cement agreed habits. In a 90 day cycle it may take over 30 days to see actual improvement as new habits are learned, old habits set aside.

How do we keep gains?
Managers coach to observable behaviours; quarterly refreshers protect the edge.

What do we measure?
Leading metrics: time-to-decision, defect rate, eNPS, regretted attrition, promotion readiness.

When do we cut a program?
If behaviours don’t shift in 60–90 days, stop, diagnose, and redesign.

‍