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Beyond the Classroom: The Role of Managers in Transforming Learning Into Results

A recent ATD Forum roundtable session explored how to achieve measurable results by leveraging The Four Moments of Truth™.

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Wed Jan 22 2025

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An individual’s ability to continuously learn and adapt is a critical driver of organizational success. As talent professionals, we are always trying to tap into this ability by providing learning opportunities and follow-up activities to employees to improve their skills and directly affect organizational performance. Yet, training programs alone cannot create lasting change. For learning to truly change performance, managers must step into the role of people developers, actively supporting their team members before, during, and after training. This was the focus of a recent session led by Cathy Hayes, executive coach and master trainer at The Center for Leadership Studies, during an ATD Forum roundtable.

With more than 30 years of experience in leadership development, Hayes has a strong understanding of what it takes to turn potential into performance. As a master trainer and executive coach, she has helped organizations achieve measurable results by leveraging The Four Moments of Truth, a process of transforming learning into performance originated by Dr. Sam Shriver. This model builds on the foundational principles of Kirkpatrick’s four levels of evaluation and offers a practical framework for managers to drive the impact of training far beyond the classroom.

While trainers can craft exceptional learning experiences, it is often the direct involvement of managers that determines whether employees will retain and apply what they’ve learned. Throughout the session, Hayes provided best practices on how The Four Moments of Truth™ process (4MOT™) is used, highlighting the critical role of direct managers at every stage of the training process. Forum members shared their own experiences and strategies, which underscored the practical applications of the framework and enriched the discussion with real-world insights.

The 4MOT™ process outlines how managers can provide the structure and support necessary to make learning stick. The first moment of truth, Same-Page Status, begins before training even starts. This stage focuses on alignment and setting clear expectations. Managers need to meet with their team members prior to training to discuss the purpose of the training and its relevance to their roles. A productive pre-training conversation might explore questions like: “What excites you about this learning opportunity?” or “How will this help you achieve your goals?” One of the Forum members described a pivotal moment when they facilitated a conversation between a manager and their team member before training. This simple act of preparation not only boosts accountability but also primes employees to approach the training with purpose and focus and lays the foundation for meaningful follow-through.

The second moment of truth, Maximum Engagement, comes into play once the training begins. Here, managers must ensure their team members can fully immerse themselves in the learning experience without being pulled away by workplace distractions. Hayes shared examples of organizations where managers rearranged priorities or reallocated tasks to allow employees to focus entirely on their development. One Forum member described a similar practice in their organization, where managers set “learning zones” to minimize interruptions and encourage full participation. These small but meaningful actions communicate that learning is a priority and create the conditions for participants to engage deeply with the material.

After training concludes, the third moment of truth, Perfect Practice, becomes critical. The true value of learning emerges during this stage, as employees start to apply their new skills in the workplace. According to Hayes, managers play a pivotal role in this transition by facilitating post-training discussions and mentoring. A meaningful follow-up might involve reviewing key takeaways, co-creating an action plan, or identifying opportunities to practice new behaviors. For instance, one Forum member shared how their team pairs employees with peers in a “teach-back” exercise, allowing participants to share their insights and reinforce their learning while spreading knowledge throughout the organization.

Finally, the fourth moment of truth, Performance Support, focuses on sustaining and measuring the long-term impact of training. Hayes described this as the moment when learning becomes embedded in an organization’s culture and directly contributes to its goals. Managers should regularly revisit training objectives during performance reviews or quarterly meetings, evaluating how employees’ new skills are driving results. By linking learning to tangible outcomes—such as increased efficiency, improved customer satisfaction, or enhanced team collaboration—managers reinforce its value and ensure a return on investment.

One of the resources available through ATD, Leading the Learning Function, offers invaluable insights into the role of managers during the learning journey. Chapter 12 specifically explores the 4MOT™ framework and provides practical techniques and case studies to complement the ideas discussed during the session.

Hayes concluded the Forum Roundtable discussion with a call to action: however, to jumpstart usage of the model and provide continuing support for the ideas from the 4MOT™ process, she provided a curated question bank for each of the moments. Training is not an isolated event—it is part of a larger journey toward performance excellence. Managers hold the key to bridging the gap between potential and results, and frameworks like the 4MOT™ process provide a roadmap for success. The questions provided for each of the moments can create heightened engagement between managers and learners post-training. When paired with resources like Leading the Learning Function, organizations can empower managers to step confidently into their role as people developers.

The Four Moments of Truth™ concept and actions remind us that the real impact of training lies not in what happens in the classroom, but in how what happens there is applied, supported, reinforced, and sustained over time. When managers embrace their role as people developers, they unlock the potential of their teams, driving growth for both individuals and the organization. By consistently engaging with their employees before and after training, managers not only boost individual performance but also create a ripple effect that elevates their entire department’s productivity.

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