If you want people to sit through a four-hour training session, make it fun, human and real. Giant workflows and claims about savings mean very little to someone who has been handed an unfamiliar tool and told to get on with it.
You cannot train people once and then clear off. Think about new starters, people who missed the session, different levels of confidence, language, global teams and what happens when the technology changes. Most of the questions arrive when people try to use it on their own work.
Give people somewhere to start
Our training experience took us back to first principles. Explain what a language model does, why it can invent an answer and how to give it the context it needs. Use plain English. Let people ask the basic question without feeling they should already know.
We used music, videos and challenges to help people engage. We kept our accents, humour and quirks. The practical use case still mattered: each activity needed to help someone do something, question the result or learn a useful pattern.
People start in different places. One person wants to explore; another wants to know whether they can trust the output; another needs to see how it helps a task that fills their week. Start there. Confidence comes from a useful attempt and feedback someone can act on.
Stay while the habit forms
In Hollee's 90-day programme, practice happens on real work. A coach can show an approach, let the person try it, review what they made and help them understand the choice behind it. Watch one, do one, teach one gives learning a route beyond attendance.
The platform needs to support that effort too. Useful knowledge, appropriate Agents and a clear working route reduce the burden of starting from nothing each time. The team should be able to see what a good attempt looks like and where to get help when it falls short.
Progress may begin with someone attempting work they previously felt unable to do. The next step is helping them repeat it with better judgement, and then share what they have learned with a colleague.
That is why transformational training and adoption belong alongside the software. People need time, support and a reason to use the new way of working.