As training professionals, we’ve all been in a position where we’ve poured our heart and soul into creating comprehensive training plans, detailed learning objectives and training experiences with impressive delivery methods, only to wonder why the skills we train don’t always transfer to the workplace.

The reality is, if we are not paying attention to power dynamics, team trust and the subtle signals embedded in the workplace culture that prohibit learners from applying, adapting or growing, we are only doing half the job.

Real skills development can either thrive or diminish in the workplace’s everyday norms, dynamics and unspoken rules. If the culture does not support it, the skill will never transfer to real-world experiences, regardless of the number of training experiences we are solicited to create.

The good news is that we don’t have to overhaul our training strategy to create a more effective learning environment. We need to be more intentional about the conditions through which we offer training. Here are three key areas to focus on.

Teach the Skill, Then Teach the Context

Skills do not exist in isolation — they operate in their relationships to outcomes. For example, knowing how to give feedback is one thing, but knowing when, why and with whom to give it is where the real impact happens. Context helps learners understand how their new skill leads to desired outcomes. We need to help learners understand our true objective from their point of view.

Put it into practice:

Add a “context checkpoint” to your modules. After teaching a skill, walk learners through common cultural or interpersonal variables they might face. For example, you might ask: How might this skill land differently across teams?

This simple approach builds empathy, sharpens awareness and prepares learners for real-world application.

Embed Culture Into Your Learning Journey

Training should never be a one-and-done event, especially when addressing cultural challenges. Culture sends subtle signals about what is truly valued, what is safe to try and what happens when people challenge the status quo. If learners return to teams where their curiosity is silenced, their feedback is feared or their risk is punished, even the best-designed training efforts will quickly disappear.

Put it into practice:

Learning becomes sustainable when the environment supports it consistently. Create “learning in the flow of culture” moments. This could be as simple as:

• A five-minute team huddle to reflect on a training takeaway
• Peer shout-outs for applied skills
• Quick manager-led coaching prompts that connect back to the training experience

Prioritize Inclusive Application, Not Just Inclusive Access

Over the last several years, we have made much progress in advocating for and enabling access to training for all constituents. But access alone does not guarantee impact. True inclusion means removing the invisible barriers between learning and doing, so people do not just attend training but act on it without hesitation or fear.

Put it into practice:

Equip facilitators and leaders to recognize power dynamics during learning interactions. We should practice asking ourselves these questions during training experiences:

• Who’s dominating the space?
• Who could potentially be holding back? And why?
• Whose input gets validated, and whose doesn’t? Why?

Simple questions like these can make all the difference in real skills development. Usually, the answers are linked to the presence or absence of psychological safety — a prerequisite for skill-building.

The best training in the world cannot overcome a culture that contradicts it. If we want to build fundamental, lasting skills in our organizations, we must stop treating culture as a side dish and start treating it as the main course — one that serves up both learning objectives and real-world skills application. When we get this right, we have the power to transform organizations.