Excuse #10: It is Too Hard to Measure ROI

Finally, leaders often avoid culture work because: “It’s too hard to measure ROI.” 

This one I understand. Training has evolved and engagement in training is shifting. For Boomers and Gen X’rs the lecture style of training was familiar and in part effective; here is the information now go do it. However with changes in technology, changes in our brains as a result of technology, and changes in values, training is being forced to undergo an evolution. A shift from information delivery to experiential and developmental style of learning. This is harder to measure unless you have a facilitator who understands how to do it. 

The Real Challenge 

In a world of uncertainty and economic volatility we often respond to expenditures with a clenched fist, and truthfully there are many trainers who make big promises yet deliver theoretical and uncontextualized information that people struggle to implement, and for a hefty price! 

The other complexity is that culture work isn’t instant and the current metrics for measuring are often lagging indicators rather than real-time indicators which means we get to the end of the training and we aren’t even sure if it worked, until it is too late to pivot. This is where we need a combination of quantitative and qualitative data in our training process.  If we can gather self-assessment data as well as record observable behaviour change we can see trends, even imperfectly, as they appear. This allows us to make decisions to slow down, change or reinforce learning in real-time as needed to address the real needs of the team. In turn we have stronger data in the long term and the ability to make meaningful course corrections in the short term.  This requires a partnership in training, not just an event.  Someone who can walk with you in the work and change you are looking to bring to your team and organization.

The Consequence 

When training focuses on information rather than transformation, we risk investing in programs that look good on paper but fail to create real change. According to Udemy’s 2025 Global Learning & Skills Trends Report, the future of learning depends on skills validation not simply attendance or completion. Skills should be measured through pre- and post-assessments, activity-based evaluation, and observable application to confirm whether participants can use what they’ve learned in real-world contexts.

This shift matters because culture work is not theoretical; it’s behavioural. Without mechanisms for validating growth, we can’t tell whether a leadership program is shaping character, habits, and collaboration—the true markers of culture change.

Udemy also emphasizes that learning is most effective when it happens as part of daily work, not as an add-on or one-time event. When training is integrated into the rhythm of operations through real experiences, feedback, and collaborative practice, it becomes sustainable and measurable.

The consequence of not evolving our approach is subtle but costly. When training remains static and disconnected from daily reality, it becomes a checkbox exercise that fails to build capacity, accountability, or long-term cultural health. We end up with leaders who know what to do but have never practiced doing it, and organizations that invest heavily without knowing whether their efforts made a difference.

The Reframe 

Say instead: “We’ll design/engage training that measures growth, not attendance.”

True culture work is developmental, not informational. It’s not about counting how many people attended a session; it’s about identifying how people are changing as a result of it. When we treat learning as a shared process of practice, reflection, and validation, we begin to see progress in real time, both in individuals and across the organization.

A Practical Step 

Before launching your next training or development initiative, pause to define what growth will look like and how you will observe it. Combine both qualitative and quantitative methods:

• Begin with a brief self-assessment or reflection on confidence or competence before the program starts.

• Follow up with observable behaviour indicators or peer feedback three to six weeks later.

• Create space in team meetings for reflection on what has changed or what still feels difficult.

These small steps transform training from a one-time event into a continuous feedback loop. Over time, you build not just skill, but evidence: proof that your investment in people is working.