ASK LTEN
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Welcome to “Ask LTEN,” our bimonthly column devoted to answering your questions and connecting you with life sciences training experts. Here we share questions submitted by LTEN members, with answers sourced from the appropriate experts.
Do you have a training-related question? Want to provide an additional answer to these questions? Questions or comments can be submitted to AskLTEN@L-TEN.org. We won’t use your name if you prefer anonymity.
Question:
I’m curious how others handle sustainability in training. After the primary session, how do you keep the learning fresh and top of mind?
Answer:
That’s a great question – thanks for sharing it. We asked members of the LTEN Editorial Advisory Board, which helps produce LTEN Focus on Training magazine, to share their thoughts. They shared several tips to the common dilemma, employed by their industry leading companies. Some of their approaches are similar, and some take different approaches.
Jennifer Lalli, senior director of business development & marketing, Encompass Communications and Learning:
Tip #1: Consider the top two to three critical skills you want to focus on developing with your team. From that, consider crafting a reinforcement strategy and plan that is rolled out over time after the primary application session. This may include things such as podcasts, manager coaching, peer activities and social learning activities over several months post learning event.
Tip #2: Consider the reinforcement and sustainability plan as a forethought, not an afterthought. Align to gain buy-in and communicate with leadership and stakeholders well in advance on a critical training initiative including prework, pre-reads, workshops and reinforcement and sustainability activities to ensure success and adoption with the full learning journey.
Vicki Colman, associate director, neurology training, Eisai:
At Eisai, it is built into the learning journey. Additionally, we work with sales managers to reinforce concepts, as well as plan-of-action meetings and national sales meetings. As identified, we develop primers or spotlights to reinforce and dive deeper into a concept.
Kim Catania, principal, Catania Communications:
We encourage a sustainment guide to supplement training programs and workshops for the participants’ managers. This contains pull-through activities to reinforce learnings and encourage skill development from the training programs.
Erica Sambraus, associate director, omnichannel engagement skills, Novartis:
We plan pull-through as part of the initial training planning process, being sure to align to upcoming stakeholder priorities and gaining commitment from them ahead of time.
Wendy Eicholzer, president, Whole Systems:
I would add that whenever possible, design and develop pull-through and sustainment initiatives alongside training for the primary session. That way it’s ready to deploy, and you know it is aligned in terms of objectives and content focus.
Jessica Knox, CEO, Metrix Group:
I’ll build on these great responses to say that making sure you have managers’ buy in and commitment to support sustainment (as well as the tools they need to make it easy for them) is critical.
Beyond that, consider a multi-channel sustainment plan! How can you use email, internal websites, meetings, refresher sessions, even text to keep everyone focused and continuing to practice the right behaviors? Even starting small with a few of these touch points can be a good way to begin.
If any of our LTEN Focus on Training magazine readers has a question or is interested in joining the conversation on a previous topic, feel free to share with us at AskLTEN@L-TEN.org.
