Jul 27, 2026 · 33 min · 11 segments
Few people have watched the Kirkpatrick Model travel across as many organizations as Wendy Kayser Kirkpatrick. Founder of Kirkpatrick Partners, steward of the model for 16 years, and the author of the…
Wendy KirkpatrickGuestVanessa Milara AlzateHostYes, yes.
And I'm excited that Wendy is here today to kind of share a little bit more of her background and experience with the Kirkpatrick model, what she's seen, and kind of her thoughts on the evolution.
And hopefully she'll be kind and not think that I'm taking the model in a completely crazy direction.
But she wrote the foreword to the book, y'all.
So I think she's okay with it.
So Wendy, you've had a front row seat to how the Kirkpatrick model has been used across many different organizations, sectors, all of that.
And not just used, but also misused.
What's the biggest misconception that you still see today?

Wow, it's hard to pick just one, Vanessa, because for such an elegantly simple model, it is interesting to see how people interpret it and how they use it.

I guess I would say probably one of the more damaging beliefs that I see out there, because you're going to use a lot of resources and not get a lot of results, is when people think that the levels are sequential and equal, where they say, okay, I'm going to spend a whole bunch of time on level one reaction, and we're really going to invest in worrying all about this reaction sheet, and I'm going to perfect that before I think about level two learning, and then gosh, maybe years from now I'll get to the important levels, level three behavior and level four results.
Yeah, that backwards design is so critical and crucial to the success of the model, for sure.
So maybe this goes into that, but we might have a different answer to this question.
When people hear Kirkpatrick, what do you wish they immediately understood but usually don't? Hmm.

Well, I think the biggest thing is that Kirkpatrick isn't just a little training evaluation model.

And what I mean by that is if you stop thinking about training as an event and evaluation as something that happens after that event, and instead have a way broader viewpoint and say, you know, let's start with the end in mind.

What are we really trying to do here? How do we drive performance to accomplish that goal? And then how can training, performance support, and really everything in an organization tie together to support the performance and get the results.

But as you know, stepping up to the helm in the last few years, you kind of walked in to see where people still really are with it.

And there are still an awful lot of people out there who don't really see that holistic picture yet.
Yeah, absolutely.
Yes, yes.
And I'm excited that Wendy is here today to kind of share a little bit more of her background and experience with the Kirkpatrick model, what she's seen, and kind of her thoughts on the evolution.
And hopefully she'll be kind and not think that I'm taking the model in a completely crazy direction.
But she wrote the foreword to the book, y'all.
So I think she's okay with it.
So Wendy, you've had a front row seat to how the Kirkpatrick model has been used across many different organizations, sectors, all of that.
And not just used, but also misused.
What's the biggest misconception that you still see today?

Wow, it's hard to pick just one, Vanessa, because for such an elegantly simple model, it is interesting to see how people interpret it and how they use it.

I guess I would say probably one of the more damaging beliefs that I see out there, because you're going to use a lot of resources and not get a lot of results, is when people think that the levels are sequential and equal, where they say, okay, I'm going to spend a whole bunch of time on level one reaction, and we're really going to invest in worrying all about this reaction sheet, and I'm going to perfect that before I think about level two learning, and then gosh, maybe years from now I'll get to the important levels, level three behavior and level four results.
Yeah, that backwards design is so critical and crucial to the success of the model, for sure.
So maybe this goes into that, but we might have a different answer to this question.
When people hear Kirkpatrick, what do you wish they immediately understood but usually don't? Hmm.

Well, I think the biggest thing is that Kirkpatrick isn't just a little training evaluation model.

And what I mean by that is if you stop thinking about training as an event and evaluation as something that happens after that event, and instead have a way broader viewpoint and say, you know, let's start with the end in mind.

What are we really trying to do here? How do we drive performance to accomplish that goal? And then how can training, performance support, and really everything in an organization tie together to support the performance and get the results.

But as you know, stepping up to the helm in the last few years, you kind of walked in to see where people still really are with it.

And there are still an awful lot of people out there who don't really see that holistic picture yet.
Yeah, absolutely.
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