| So, you're a manager. So, you know you
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| | provide answers from their pre-work or
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| have to run a training session or a team
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| | from their discussions they had in the
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| meeting for your team (for the first
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| | small groups at the start of the session
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| time) that needs to be motivational and
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| | (this will enable them to answer from
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| you're not a professional trainer. So
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| | their prepared notes without putting them
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| what! With a good plan and a well
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| | on the spot).7. Paraphrase and summarise
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| structured session, training can be
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| | the group's progress often. This is
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| enjoyable and most of all rewarding for
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| | important to keep the session on track.
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| both you and your team. Here's how ...1.
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| | List the agreed points on flipchart paper
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| Get people involved in the topic before
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| | progressively throughout the meeting.8.
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| the session - issue what the professional
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| | Have teams record results of their
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| trainers call "pre-work". This can be as
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| | activities/discussion on flip-chart paper
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| simple as asking people to jot down some
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| | and post around the room - this provides
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| answers to one question about the
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| | a focus; a way of summarising; a sign
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| topic.For example, let's say that you
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| | that "action is happening". It is also
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| need to improve the service to customers
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| | very helpful for you as the facilitator
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| provided by your team, then your pre-work
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| | to refer back to from time to time to
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| question might look like:"Assume that we
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| | remind people what has been covered or to
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| have just had a very successful year, and
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| | emphasise important points that they have
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| that we have received heaps of feedback
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| | already agreed on.9. As much as possible,
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| which suggested our service given to
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| | give the group the responsibility for
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| customers has been first rate over the
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| | running the session. Set an agenda, then
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| last twelve months:- What things did we
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| | give people roles to carry out,
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| do to get such great success?- What
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| | activities / exercises to complete. For
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| problems or challenges did we have?- How
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| | example, appoint different people as
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| did we solve these problems and / or meet
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| | leaders of their small group discussions
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| these challenges?"Note: for more
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| | with the responsibility of feeding back
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| information on these pre-work questions,
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| | to the main group. Rotate these
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| see my article "Meetings - Management
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| | leadership roles regularly so that
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| Meetings - Why are they such a waste of
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| | everyone is involved.10. Ensure there is
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| time? How to follow the 80/20 rule and
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| | an "Action" at the end of the session.
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| five steps to success!" ( Agree
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| | This could be applying a new skill or
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| groundrules for the session - if it is to
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| | simply an Action Plan with key actions to
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| be a discussion session, discuss and
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| | be taken, responsibilities and completion
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| agree the role of the facilitator (you).
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| | dates. Ensure this is written up and
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| Ask "Think about some of the more
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| | distributed to team members as soon as
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| enjoyable and rewarding training sessions
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| | possible after the meeting. Diary to
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| you have been in. What did the
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| | follow up the agreed actions.Finally (Did
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| facilitator / trainer do? What did the
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| | I say there were 10 points?), work as a
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| participants do?" Ask people to quickly
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| | "facilitator" not "the Boss"! Encourage
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| jot these down, then draw out the two or
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| | open, positive, critical discussion. If
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| three things that you believe will be
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| | you want to make this a motivational
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| most important during the session for
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| | session, it is particularly important to
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| both the facilitator's role and the
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| | accept all views (you don't have to agree
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| participants. Write these two lists up
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| | with them, but you do have to accept them
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| in view of everyone and stick to yours -
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| | for discussion). Avoid putting the
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| when people get off the track, remind
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| | counter argument by using words such as
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| them of the groundrules.3. Involve people
| |
| | "But ..." and "Yes, but ..." Instead ask
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| in the discussion very early in the
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| | "How might that work in
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| session. Avoid a long introduction, just
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| | practise?".Putting on the boss' hat and
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| a brief intro, then straight into the
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| | making decisions about what can and
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| groundrules.4. For maximum participation,
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| | cannot be done, soon stifles discussion
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| start the discussion or activity in pairs
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| | and enthusiasm. On the other hand, being
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| or small groups, then move the discussion
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| | open and receptive (although difficult at
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| feedback to the main group. For example
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| | times) will make the session stimulating
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| you could ask people to discuss their
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| | and rewarding. Above all, you will find
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| answers to the pre-work question in small
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| | that you have a committed team rather
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| groups and come back to the main group in
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| | than a compliant one and that's truly
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| 6 minutes with the three most relevant
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| | motivational!Copyright 2006 The National
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| points.5. Use questions to stimulate
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| | Learning InstituteBob Selden has been
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| discussion. You should prepare these in
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| | recognised as an outstanding trainer by
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| advance. I always suggest that you
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| | peers, managers and most importantly,
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| prepare 15 questions that you could ask.
| |
| | trainees. As MD of The National Learning
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| Why? There's no science or research to
| |
| | Institute, Bob is keen to pass on to
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| the number 15, just that I know through
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| | managers his experience and tips on how
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| experience that not only will you have
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| | to make the most out of team training
|
| some great questions to ask, but in the
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| | sessions. If you are a manager, send Bob
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| process you'll probably also develop the
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| | an email with an outline of your
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| answers to any question you might be
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| | suggested training session and he will be
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| asked!6. Involve all participants - pose
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| | happy to provide some feedback and
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| questions to the quieter members to
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| | advice.
|
