To motivate a resistant team member to participate in training, start by understanding their concerns through a one-on-one discussion and addressing their hesitations. Highlight the personal and professional benefits of the training, aligning it with their career goals and showing its relevance to their role. Create a supportive environment by encouraging questions and offering peer or mentoring support. Lead by example by showing enthusiasm for training and sharing its value. Finally, acknowledge their efforts, celebrate progress, and tie participation to tangible rewards or recognition to build engagement and confidence.

“What’s in it for me?” Be prepared to answer this question. You know your team member and the scope of the operation you’re running. So help them understand how the training will aid them in a goal they’re pursuing. As with all things, it truly depends on the person. And remember, you can lead that horse to water. Drinking is up to them.

Training can appear to be inclusive but many times it’s not. It’s a creation of how we like to move forward. Really look at ways those that appear to be resistant can move forward with us but on a path that creates more comfort for the individual employee.

Motivating a resistant team member to participate in training starts with understanding their concerns. Discuss the training’s purpose and how it aligns with their personal goals or career growth. Emphasize the practical benefits, like improving efficiency or opening new opportunities. Make the training engaging by tailoring it to their interests or involving interactive elements. Offer incentives, such as recognition or rewards, for completing it successfully. Lead by example—show enthusiasm and share how training has benefited others. By addressing their resistance empathetically and showcasing the value, you can inspire meaningful participation.

A little explanation of reality to motivate the person in my opinion. In a constantly changing business environment, where customs are frequently disrupted, uberized, disrupted and digitized, resting on one's laurels has become suicidal. Inertia can be dangerous, even deadly. Continuous learning, training, evolution and improvement are vital habits that companies must encourage. Today, there is a real risk of being left behind and finding oneself too far behind to be able to catch up in one's profession and its surroundings, one's sector of activity, one's company or in digital technology in general. On the other hand, those who train themselves have a head start!