Hello and welcome to the first instalment of my blog-to-book journey—a project designed not just to inform, but to generate conversation and engagement in my upcoming third book, “Train Better: Spend Less.” A practical toolkit for business leaders committed to cultivating professionalism through ongoing staff development, even when resources are stretched to their limit. If you’re keen to build a professional workforce that’s astute and adaptable, read on and stay tuned; more insights and creative ideas on how to make the best use of existing resources are coming.  

The question on my mind this week is: Why do good intentions around training and development so often fizzle out?

Most of us would agree that training and development are very important.

It’s clear to us all: knowledge quickly becomes outdated, and skills fade or lose their relevance over time. Every day, we see how qualified, trained staff work productively and confidently, make fewer mistakes, and keep accidents and compliance issues at bay.  

We know that if staff don’t remain sharp and adaptable, we risk getting left behind as the world races ahead. We also worry that our brightest, most innovative, and loyal team members may be drawn away by more inspiring opportunities elsewhere. A nightmare that strikes at both our hearts and our pockets.

With all this in mind, it’s obvious why training matters. Yet, unless it’s mandatory or lives depend on it, training rarely feels urgent. So, while we wholeheartedly believe in its value, all too often, it’s pushed to the bottom of the pile.

The very thing we value is often sacrificed.

This is not because we don’t care, but because the relentless pace of daily tasks, ingrained workplace habits, and financial pressures push it further down the list of priorities. As a result, training slips quietly into the background, overshadowed by everything else demanding our immediate attention.

With urgent deadlines looming and targets to meet, training becomes the thing we’ll get to when it’s quieter—but these moments never arrive. Taking staff away from their desks for personal development feels almost impossible when every pair of hands is needed, and finding cover or creating downtime is a juggling act few are willing to attempt.

Then there’s the classic “if it isn’t broke, don’t fix it” mindset. Unless staff are struggling, it’s tempting to believe yesterday’s approach will also see us through tomorrow. But that attitude can hold us back and allow us to pretend there is no need for improvement.

Even when we recognise there’s scope for enhancement, the real challenge lies in overcoming the capability gap by finding and shaping training opportunities that genuinely feel like personal and professional growth, not a box-ticking exercise or remediation.

Nor can we ignore the elephant in the room: training costs money, and its benefits aren’t always clear-cut. Measuring success or impact can be tricky, and without obvious results, it’s hard to justify the investment. Worse still, training can be uninspiring, generic, or poorly organised; it’s no wonder we doubt its ability to meet our business needs and drive the change and growth we hope for.

The key issue is that although we say training is valuable, our actions often paint a different picture, as we let practical challenges and ingrained behaviours push it aside.

So, what is it about our own circumstances that creates that gap?

The response to this question mainly depends on where we place ourselves on the spectrum between valuing training and development, creating room for it, and dedicating adequate resources to it.

This is not intended as a judgment but rather as an honest check-in.

Training and development, of course, come in many forms, whether it’s formal, classroom-based instruction, practical on-the-job training, or social, collaborative mentorship. A lack of training and development is not without reason. If we can identify our position and understand the root cause, we can begin to address the issue.

The answer gives us a starting point for deciding what needs to change, what support is needed, and which conversations are needed to move forward with a training and development strategy that closes the gap between intention and action.

Our approach to training and development should not focus solely on providing more training; it should ensure that the right skills are developed in the right people, at the right time and in the right way. Any training, whether delivered internally or externally, needs to be purposeful, targeted and aligned with our business needs and the personal and professional development we want staff to achieve.

What matters is that we find ways to prioritise staff development. This sends a clear message that staff potential is valuable and that our business is dedicated to thriving in a fast-paced environment. The journey will almost certainly require commitment and changes to habits, but the rewards—greater engagement, creativity, future success, and stability—will be worth it. It is often through small, manageable steps that we achieve our business goals: Training and development is no different. We see real changes in staff skills and a culture that values learning when we close the gap, and that gap is almost always closed through steady, intentional growth.

The question is: Are you ready to turn training and development into something you do, not something you promise?

If so, connect or follow me on LinkedIn for updates and articles focused on making ongoing training and development a reality through the optimal use of resources.

Written by Dr Cheryl Whiting, EdD, © March 2026

Thank you for taking the time to read this article. As always, your thoughts and feedback are welcome. Whether it’s a question, a shared insight, a suggestion for improvement, or a request to cover a particular topic in my blog series, please do get in touch.