You have invested in training for your team several times in the past, but despite the enthusiasm during and shortly after the training, you keep noticing that your employees fall back into old habits and do not consistently apply the new methods.

It's understandable that this might make you a bit skeptical about our marketing and sales program. Why should your team continue to put into practice what they learn in our program, if they have not done so in previous training sessions?

In developing this program, we paid specific attention to solving this problem. Whereas many traditional training programs stop at knowledge transfer, our program is designed to guide companies through the entire implementation process.

In this article, I show why one-time training sessions rarely lead to lasting change and which concrete steps you can take as a manager or owner to ensure that your team does apply new methods consistently. I discuss the importance of an ongoing program rather than one-off training sessions, how to integrate new approaches into your existing business processes, and your crucial role as a leader in this process.

After reading this article, you will have a clear plan to actually turn what you learned into practical results.

Training is great for transferring knowledge, but inadequate when it comes to learning new habits and skills.

As a business owner or marketing and sales manager you probably recognize it: you invest in a training for your team, everyone is enthusiastic during the session, but a few weeks later most employees have fallen back into their old patterns. This is a common phenomenon and has nothing to do with the quality of your team or the training.

The problem lies in the nature of one-time training sessions. These are fine for imparting knowledge, but inadequate when it comes to teaching new habits and skills. Compare it to the gym: working out once is fun and maybe you can lift a lot of weight that day, but it doesn't build muscle. Muscles only develop when you exercise regularly and keep moving.

Old habits are particularly stubborn. They are deeply embedded in our daily routines and thought patterns. Without conscious, repeated effort to learn new patterns, we automatically slip back into what feels familiar - our comfort zone.

The difference between a one-time training and a successful implementation program is repetition. Your team needs not so much training, but a training program in which the same principles and methodologies recur regularly.

An effective program has a clear red line that runs through all of its components. For example, if you do a training on how to make a good sales pitch, make sure the principles of this are also reflected in your proposal process. That way employees are reminded of the same principles over and over again and can apply them in different contexts.

What doesn't work: An isolated training session without follow-up, leaving employees to figure out for themselves how to apply what they've learned.

What does work: An ongoing program in which the same principles keep recurring, so that they become part of daily practice.

Besides repetition, the practical applicability of training is crucial. Theoretical knowledge alone rarely leads to behavioral change. Trainings must be so practical that employees immediately see how they can apply what they have learned.

Training where an instructor only explains how to do something, without demonstrating it, is not very effective. Think again of the gym: you understand an exercise much faster if someone shows you how to do it, instead of just explaining it. Good training is so concrete that participants can visualize it and then only have to do it.

The third key to successful implementation is integrating the new methods into existing organizational processes. If you do a training on Tuesday, but never refer to the frameworks or the new approach in your weekly meeting on Monday, a disconnect occurs.

For example, for marketing teams, this means specifically referencing the principles of the training program in your content strategy meetings. Instead of coming up with random blog ideas, discuss together what questions your customers are asking and how to tailor content accordingly.

For sales teams, you can deliberately use the language of the methodology in deal reviews. When working with StoryBrand, ask, "What customer problem are we actually solving? Have we made it clear what the result will be for the customer?"

By weaving the new methods into your regular work processes, you make them part of daily practice instead of a stand-alone initiative.

As an owner or manager, you play a crucial role in the implementation process. Your attitude and behavior largely determine whether your team will embrace the new methods. Therefore, start with yourself: speak the language of the methodology and apply the principles consistently yourself.

In practice, this means consciously using program concepts and terminology during meetings. During a deal review with your sales team, for example, you can ask questions that tie directly into the methodology: "What problem are we solving for this customer? Have we given him a clear picture of what his life will look like after implementing our solution?"

Your attitude and behavior largely determine whether your team will embrace the new methods.

The same goes for marketing teams. If in a consultation with marketing and sales you say, "I want a blog about new trend XYZ," you're going squarely against a customer-centric methodology like They Ask, You Answer, which is based on answering customer questions. Steer your team consistently according to the principles you have agreed upon together.

A common pitfall, especially for enthusiastic entrepreneurs, is the "shiny object syndrome. You get inspired by a new methodology, but shortly thereafter you come across another interesting approach. Before you know it, you're communicating in a hodgepodge of different concepts, leaving your team unsure of which direction to take.

This creates confusion and makes it harder for your team to apply the methodology properly. As plausible as other approaches may sound, focus on one methodology at a time. Let it fully land and integrate into your organization first before adding new elements.

As a leader, your job is to consistently maintain direction and not overwhelm your team with constantly new ideas. Connect with the language and direction provided in training sessions.

A very effective way to monitor whether your sales team is applying the new methods is to work with role plays. This may sound like a mandatory exercise, but it is one of the most powerful learning methods. Create scenarios that fit your team's daily practice and have them practice using the new approach.

Besides role plays, you can also analyze quotations, emails and recordings of customer conversations. These give you an objective picture of whether and how the new methodology is applied. Discuss your findings constructively with the team, focusing on growth and improvement.

Evaluating content together not only helps monitor implementation, but also strengthens the shared understanding of what good content means.

For marketing teams, it works differently. Here you can directly assess output: blogs, social media posts, website content, etc. Look critically to see if these meet the principles of the methodology you are implementing.

Schedule regular moments to evaluate content together. Ask questions like: "Are we still on the same page? Are we still following the principles we agreed upon?" This not only helps monitor implementation, but also strengthens the shared understanding of what good content according to the methodology you are working with means.

A frequently asked question is how long it takes for new methods to be fully integrated into daily operations. For most people, it takes three to six months before the new approach really becomes second nature.

Of course, this time frame varies from person to person and organization to organization. Some pick up new methods quickly, others need more time. It is important to be realistic about this and not conclude too soon that the program is not working.

Remember that implementing new methods is essentially about learning new habits and thinking patterns. This is a gradual process that takes time, but does produce results if you remain consistent.

An often forgotten but crucial component of successful implementation is celebrating successes. Even small victories deserve recognition. This reinforces the positive feeling around the new method and motivates the team to persevere.

Pay explicit attention to what team members gain from the new methodology. What did it give them? What problems did it solve? By making the 'what's in it for me' clear, you create intrinsic motivation in your team to keep implementing the new methods.

This positive perspective is essential for long-term change. When people see that the new approach works and makes their lives easier, they are much more likely to embrace it and make it part of their daily routine.

Implementing new marketing and sales methods is not a sprint, but a marathon. If you find that your team falls back into old habits after training, this is not a sign of failure, but a natural part of any change process. Real change takes time, repetition and conscious effort from both the team and the leadership.

By choosing a training program instead of separate training sessions, by putting practical applicability first, and by integrating the new methods into your existing organizational structure, you lay a solid foundation for successful implementation. As a leader you play a crucial role in this by consistently applying the language and principles of the methodology and by coaching your team in this.

At Buzzlytics, we have seen that companies that follow this approach experience a significant difference after three to six months. The new methods then become second nature to the team, leading to better results and a stronger market position. Even if your team does not score the perfect 9.5 in the beginning but "only" a 7.5 in the application of StoryBrand, for example, you are already making significant progress.

Most importantly, stay realistic in your expectations, be consistent in your approach, and celebrate successes when they occur. Always make it clear to your team what they personally gain from the new methods so that they remain intrinsically motivated to apply them.

Wondering how we can help you bring your sales and marketing in-house? In our marketing and sales program, we guide you not only in learning the frameworks, but also precisely in the crucial implementation phase. Schedule a call to discover how we can help you and your team achieve better results with your marketing.