Did you know that some difficult behaviors during training can be predicted? We can therefore prevent them to avoid the emergence of their most drastic forms. Our trainers have gathered some practical advice from their own experience.
HERE ARE SOME TIPS:
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Do everything in your power to prevent difficult behaviors. Try to determine what the participants’ needs, requirements, and expectations are. Put yourself in the participants’ shoes, recall your experiences as a participant. Think about what you liked and what irritated you, what impact the trainer’s various behaviors or actions had on you as a participant, whether you had a chance to present your experiences, whether attention was paid to your comments about the training. Analyze your training from both a substantive and logistical perspective.
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Analyze previous trainings of the same type where you dealt with difficult behavior. Recall your reaction and its effects. Assess the accuracy of your behaviors. Consider what could have been done before or during the training to prevent such behavior. If you have trouble with an objective assessment, ask others for help.
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Be patient and flexible. Try to accommodate requests or suggestions made by participants. If you can’t do or change something, explain why. Try to work out a compromise solution. Put yourself in the position of a customer making a complaint. If the service doesn’t meet my expectations or I consider the product defective, I have the right to demand that my case be handled. When we are customers and our needs are not taken into account, we often become angry, aggressive, and sometimes embarrassed. We often act under the influence of emotions, we don’t always feel like cooperating. Sometimes we are also spiteful. So why should our clients – training participants – behave any differently?
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Don’t engage in individual combat with a participant who, for example, constantly counters your statements. Never ridicule a participant. Try to maintain a neutral stance. Address the whole group. An individual conflict can put you outside the group. After all, you are the outsider, and participants may adopt a united front against you.
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Don’t take offense if someone presents critical comments. Maybe you’re not as good as you think after all. Remember that you and the program are for the participants, not the other way around. There is always a possibility of revising the way exercises are conducted or the type of exercises. Sometimes it may be necessary to add or remove some content, prepare other examples, create a safer or, conversely, more demanding situation for conducting exercises.
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Remember that besides the “special case” who requires special treatment or additional effort, you have other participants as well. Therefore, choose actions that won’t lower the motivation of others. For example: if you have a participant who constantly misses part of the sessions, consider how far you can accommodate them, help them catch up on absences, without risking that others will follow their lead. Establish clear rules and don’t allow them to be crossed.
Regardless of what action you decide on, always consider all the benefits and consequences of your choice. Don’t act under the influence of emotions. Try to be objective. If possible, discuss the given situation with another person.
Authors: EITT Experts
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➡️ Difficult situations in cooperation with customers — EITT training
Frequently Asked Questions
What are the most common difficult situations trainers face during sessions?
The most frequent challenges include disruptive participants who dominate discussions, disengaged attendees checking phones or laptops, conflicts between participants, and resistance to the training content. Experienced trainers also encounter late arrivals, side conversations, and participants who challenge the trainer’s expertise.
How can a trainer prevent difficult situations before they arise?
Prevention starts with setting clear ground rules at the beginning of the session, building rapport with participants early, and designing interactive activities that maintain engagement. Conducting a pre-training needs assessment and adapting content to the audience’s level also significantly reduces the likelihood of resistance or disengagement.
What is the best way to handle a participant who constantly interrupts?
Acknowledge the participant’s enthusiasm, then redirect by saying something like “That’s an interesting point - let’s note it and return to it after this section.” If the behavior persists, speak privately during a break, explain the impact on the group, and agree on a constructive way forward.
How should a trainer respond when participants openly resist the training content?
Resistance often signals unmet needs or concerns about relevance. The best approach is to listen actively, validate the concern, and connect the content to the participant’s specific work challenges. Asking the resistant participant to share their experience can transform opposition into a valuable learning moment for the entire group.