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Atricle Dump - Managers – Do You Have To Run A Motivational Training Session? - 10 Steps to Ensure Success!
It’s amazing how we fool ourselves... while at the same time believing we are doing what’s best.Let me give you an example. I overheard a guy telling a group of friends, over drinks, how he had become fed-up with work. Guys being guys, they immediately started to come up with options to fix the problem – ideas like changing company and changing jobs. That was when the guy got all logical…‘Yeah, but I need to pay the mortgage and my kid’s education and we’ve got a holiday planned for the Bahamas and…’I interrupted. ‘How much do you need?’‘A hundred grand a year,’ he replied.‘What’s more important,’ I asked, ‘your happine
3. Involve people in the discussion very early in the session. Avoid a long introduction, just a brief intro, then straight into the groundrules.
4. For maximu
Too much training is boring. Too much training barely raises itself above level one in Kirkpatrick's four levels of training evaluation. That is, the reaction of students; what they thought and felt about the training. Too much training ignores the learning needs of the participants. Too much corporate training spending is wasted.Adults have some simple requirements as learners. They have an expectation of being treated as an adult with respect shown for their experience and knowledge of the training topic. Even if they cannot describe what they know in the theoretical terms they are about to learn they still want their experience acknowledged. Th
1. Get people involved in the topic before the session – issue what the professional trainers call “pre-work”. This can be as simple as asking people to jot down some answers to one question about the topic.
For example, let’s say that you need to improve the service to customers provided by your team, then your pre-work question might look like:
“Assume that we have just had a very successful year, and that we have received heaps of feedback which suggested our service given to customers has been first rate over the last twelve months:
• What things did we do to get such great success?
• What problems or challenges did we have?
• How did we solve these problems and / or meet these challenges?”
Note: for more information on these pre-work questions, see my article “Meetings – Management Meetings – Why are they such a waste of time? How to follow the 80/20 rule and five steps to success!” (www.nationallearninginstitute.com)
2. Agree groundrules for the session – if it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Think about some of the more enjoyable and rewarding training sessions you have been in. What did the facilitator / trainer do? What did the participants do?” Ask people to quickly jot these down, then draw out the two or three things that you believe will be most important during the session for both the facilitator’s role and the participants. Write these two lists up in view of everyone and stick to yours – when people get off the track, remind them of the groundrules.
3. Involve people in the discussion very early in the session. Avoid a long introduction, just a brief intro, then straight into the groundrules.
4. For maximum
Observe a plant placed inside a box with a small hole in it. The plant will elongate outside the box through the hole so that its leaves will reach the sunlight. Why? It's because of its needs of the sunlight to grow and bear fruit when the time comes. It is only natural for a plant to bear fruit.Look at you, isn't it that you want a raise -- you want to be promoted? Would you like some thought? Listen to me…Are you good at your work? If not then you have to strive to know more so that you can outgrow your work. It is only when you outgrow the requirements of work that you can be promoted.Okay so how? Read books, eBooks and all kinds
For example, let’s say that you need to improve the service to customers provided by your team, then your pre-work question might look like:
“Assume that we have just had a very successful year, and that we have received heaps of feedback which suggested our service given to customers has been first rate over the last twelve months:
• What things did we do to get such great success?
• What problems or challenges did we have?
• How did we solve these problems and / or meet these challenges?”
Note: for more information on these pre-work questions, see my article “Meetings – Management Meetings – Why are they such a waste of time? How to follow the 80/20 rule and five steps to success!” (www.nationallearninginstitute.com)
2. Agree groundrules for the session – if it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Think about some of the more enjoyable and rewarding training sessions you have been in. What did the facilitator / trainer do? What did the participants do?” Ask people to quickly jot these down, then draw out the two or three things that you believe will be most important during the session for both the facilitator’s role and the participants. Write these two lists up in view of everyone and stick to yours – when people get off the track, remind them of the groundrules.
3. Involve people in the discussion very early in the session. Avoid a long introduction, just a brief intro, then straight into the groundrules.
4. For maximu
Do you know what you know? In many situation we act without even knowing why we act the way we do. If this is true for one person, what would this mean for an organizations?In business, the management of knowledge is not a primary business activity and therefore difficult to manage: The attention for the topic doesn’t normally last long. And than it is just another supportive task, like accounting, administration, human resources: everybody needs it, but not the whole organization is aware of that.Nonaka and Takeuchi have expressed that two processes are very important when managing knowledge; externalization and internalization. They refer
• What things did we do to get such great success?
• What problems or challenges did we have?
• How did we solve these problems and / or meet these challenges?”
Note: for more information on these pre-work questions, see my article “Meetings – Management Meetings – Why are they such a waste of time? How to follow the 80/20 rule and five steps to success!” (www.nationallearninginstitute.com)
2. Agree groundrules for the session – if it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Think about some of the more enjoyable and rewarding training sessions you have been in. What did the facilitator / trainer do? What did the participants do?” Ask people to quickly jot these down, then draw out the two or three things that you believe will be most important during the session for both the facilitator’s role and the participants. Write these two lists up in view of everyone and stick to yours – when people get off the track, remind them of the groundrules.
3. Involve people in the discussion very early in the session. Avoid a long introduction, just a brief intro, then straight into the groundrules.
4. For maximu
Companies have a tradition of luring away top executive talent from the competition. In sports free agency has changed the entire landscape of professional athletics as teams constantly fight for talent. The talent wars are now reaching the trenches and companies are taking off the gloves and aggressively going after top talent at all levels regardless of who they are currently employed by.Because employees now know they are potential free agents, they are looking for the best package, not just more money. Who are the people you would hate to lose? It's time to use these five best practices for retaining your top talent so they aren't as eager to
2. Agree groundrules for the session – if it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Think about some of the more enjoyable and rewarding training sessions you have been in. What did the facilitator / trainer do? What did the participants do?” Ask people to quickly jot these down, then draw out the two or three things that you believe will be most important during the session for both the facilitator’s role and the participants. Write these two lists up in view of everyone and stick to yours – when people get off the track, remind them of the groundrules.
3. Involve people in the discussion very early in the session. Avoid a long introduction, just a brief intro, then straight into the groundrules.
4. For maximu
Over the years I have worked with numerous people on career development, from the high flyers in the city to mothers that wanted to start a home based business. Some of the people that I worked with said that they had their dream job, or it would be if only they could get a pay rise and be adequately paid for the great job that they do.So if you are one of these guys, I have made a short list of tips that you can use to work towards that all important pay rise that you so rightly deserve!1. Before you speak with the boss, think about the contribution that you make to the company and then highlight this to him in talks. Think about past proj
3. Involve people in the discussion very early in the session. Avoid a long introduction, just a brief intro, then straight into the groundrules.
4. For maximum participation, start the discussion or activity in pairs or small groups, then move the discussion/feedback to the main group. For example you could ask people to discuss their answers to the pre-work question in small groups and come back to the main group in 6 minutes with the three most relevant points.
5. Use questions to stimulate discussion. You should prepare these in advance. I always suggest that you prepare 15 questions that you could ask. Why? There’s no science or research to the number 15, just that I know through experience that not only will you have some great questions to ask, but in the process you’ll probably also develop the answers to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to provide answers from their pre-work or from their discussions they had in the small groups at the start of the session (this will enable them to answer from their prepared notes without putting them on the spot).
7. Paraphrase and summarise the group’s progress often. This is important to keep the session on track. List the agreed points on flipchart paper progressively throughout the meeting.
8. Have teams record results of their activities/discussion on flip-chart paper and post around the room – this provides a focus; a way of summarising; a sign that “action is happening”. It is also very helpful for you as the facilitator to refer back to from time to time to remind people what has been covered or to emphasise important points that they have already agreed on.
9. As much as possible, give the group the responsibility for running the session. Set an agenda, then give people
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