Define what people should be able to do
Before choosing a session, name the participants and two or three tasks they should be able to practise afterwards. A sales team may need account research and follow-up drafts; operations may need summaries and document preparation. Leadership may need a framework for selecting projects. Different roles do not automatically need the same exercise or level.
Ask for practice and output checks
A demonstration shows what a presenter can do. An exercise lets participants try the task, notice missing context and check an output themselves. Ask how the workshop teaches verification, how examples will be prepared and what information participants may use. Agree approved material in advance; avoid turning a training session into an unreviewed upload of company data.
Separate training from implementation
Knowing how to use a tool does not connect it to CRM or ERP. Ask which materials and exercises are included, who owns follow-up and whether any system integration is in scope. Duration, format and pricing should reflect the agreed audience and objectives. A workshop can identify a useful pilot without promising that the pilot is already built.
Give the learning a place in the week
Choose an internal owner and a small follow-up task. Review whether participants can complete it, whether the output needs correction and whether they understand when not to use AI. This provides a more useful adoption signal than attendance alone. If the task repeatedly fails, improve the instructions or choose a more suitable task before expanding.
