The manager who never asks about it again

Absent follow up is not neutral. It is an active signal that the new practice is optional.

In most organisations a person returns from training to a silence. Nobody asks what was covered. Nobody enquires how the first attempt went. The absence is rarely deliberate and is usually the product of a manager who did not know what the session contained and has ten other things happening. But the person returning does not experience it as an oversight. They experience it as information about priority, and they are not wrong to. Where a change genuinely matters, somebody asks about it.

The failure is systemic rather than personal. Managers are typically informed of an absence rather than a purpose. They are not told what to look for, not asked to make room for a slower first attempt, and not given anything to ask about. They are then blamed, in training circles, for not reinforcing learning they were never told about. It is an unfair criticism of an entirely fixable communication gap, and the fix belongs to whoever arranged the training rather than to the manager.

What is needed is small and specific. Before the session, tell the manager the two or three things their person will be attempting. After it, ask the manager to raise one of them within the fortnight, on a real job, with a genuine question rather than an audit. That single exchange does most of the work: it tells the person the change is expected, gives them permission to be slow, and surfaces the obstacle if there is one, at a point where somebody can still do something about it.