Leadership Practice
How to Support Application After a Leadership Session
By Donna Davis
Support application by choosing one observable behavior, identifying where to use it, making time to try it, and scheduling a short review. Keep the follow-through specific enough to revisit and realistic enough to fit the work. A training session creates an opportunity; the organization helps make room to use it.
People can leave a session with good intentions and return to a full inbox, a staffing issue, or another urgent priority. That is why follow-through should be part of the planning conversation.
Before the session: choose the connection to work
Ask: "Where do we want participants to use this?"
"Be a better communicator" is hard to revisit. "State the expectation and check for shared understanding before closing a team discussion" is more observable.
Agree on an action relevant to the audience rather than assigning the same behavior to every role.
At the close: make the action small and specific
Invite each participant to identify:
- The situation where they will use the learning.
- The behavior they want to try.
- What might get in the way.
- Any support they need.
- When they will reflect on the attempt.
Allow private reflection. Participants do not need to disclose personal concerns to demonstrate engagement.
A practical 30-day follow-through plan
Days 1-7: notice and try
Choose one real situation and try the behavior. Afterward, note what you did and what remained unclear. You are collecting information, not proving instant transformation.
Days 8-14: discuss
Use a brief check-in with a manager, colleague, or development group. Ask what was useful, what felt difficult, and whether the situation needs more support.
Days 15-21: adjust
Refine the approach. A clearer question, a more specific expectation, or a different time for the conversation may help.
Days 22-30: review
Decide what to continue, what to change, and whether a deeper development need has emerged. This timeline is a suggested planning tool, not a promise of results within 30 days.
An illustrative example
After a communication session, a manager chooses to close daily briefings by asking: "What needs to be clearer before we begin?"
During the follow-up, the manager can describe whether the question was asked and what issues surfaced. The team can then discuss whether instructions or responsibilities need adjustment.
That is more informative than asking only whether everyone enjoyed the training.
Use this review card
- The behavior I chose:
- The situation where I tried it:
- What I observed:
- What I still need to understand:
- What support or decision is needed:
- My next adjustment:
Measure what you actually observed
Attendance, participant satisfaction, intentions, reported application, and organizational outcomes are different kinds of information. Describe each accurately. A positive evaluation does not establish that retention or performance improved.
Keep employee discussions respectful and follow your organization's information-handling practices.
Plan for what happens next
Explore Donna's workshops, labs, and ongoing development, or book a leadership consultation to connect the session with your team's follow-through.