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