Train the Trainer

• Roles of a Trainer• What a Trainer Should Do

Well• Feedback & Evaluation

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Designs the learning experience

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Transmits information

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Directs the learning situation

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Helps the group to get to an agreed endpoint and helps learning take place

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Provides materials & information

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Models or influences behavior & values

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Learns along side the trainee

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• Understands basic teaching methods and applies this knowledge

• Communicating• Facilitating• Presenting (separate

sessions)

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“Communication is an exchange, not just a give,

as all parties must participate to complete the

information exchange.”

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A’s private intentions

A’s observable

actions

B’s private interpretations

*Based on the work of John Wallen, PhD.

Pass through filters and are transformed

Into…

Pass through filters and are transformed

Into…

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Age Birth Order

Gender

Marital Status

Religion

Organizational Role

EducationWork Background

Income

Family Norms

Ethnicity

Physical Abilities

Values

Sexual Orientation

Exercise

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Lack of interest Criticising speaker’s

delivery Boring subject, prejudices Too long 100 things to do Hunger, or some other

discomfort Distractions/noisy

environment

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To use your communication style better, or to adapt it to different audiences,

Understand your style and its impact

A person who helps a group to work together in a collaborative way, by focusing on the process of how the group members work together

Helps the group to get to an agreed endpoint and helps learning take place (both for the group and for individuals within it)

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Authoritative

Directing Informing Confronting

Facilitative

Releasing tension

Eliciting Supporting

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Facilitator uses questions to help a group identify, explore, clarify and develop their understanding, and also help them decide what to do

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Johari’s Window

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OPEN BLIND

HIDDEN UNKNOWN

Figure 1: Small Green Window Pane

To expand Leadership (Green area) you have the Red and Yellow Pills to offer

The Red Pill is disclosure and the Yellow pill is willingness to take in feedback.

Leaders who do not disclose and do not take feedback, do not make very effective leaders.

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OPEN

                            ---> Ask for Feedback||\/

Disclose and Tell about Self in Public

BLIND

HIDDEN UNKNOWN

Figure 2: Large Green Window Pane

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Takes up all the time with their own issues, making it difficult for others to participate

Interrupts, fails to listen and generally dominates discussions

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Continually finds fault with everything

Is not a problem solver, but a problem seeker

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Reluctant to participate

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Makes confrontational remarks

Attacks (verbal) other participants or the facilitator

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Dwells on complications, problems

Avoids finding solutions or positive points

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Think they have all the answers, want to control the discussion

Think they are superior to everyone else.

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Has private conversations while the facilitator or others are speaking.

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Uses humour to distract or put down others

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UnhappyRestless In the session against

their will36

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Feedback

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Inputs Activities Outputs Outcomes Impact

Efficiency Effectiveness

Levels Description ResultI Reaction: What is the participant’s response to

the training?Output

II Learning: What did the participant learn? Output

III Behavior Change: Did the participant’s learning affect their behavior?

Outcomes

IV Organizational Performance: Did participant’s behavior changes affect the organization?

Outcomes

V Return on Investment Impact

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Levels Description Measure

I Reaction Satisfaction or happiness

II Learning Knowledge or skills acquired

III Behaviour Change Transfer of learning to workplace

IV Organizational Performance Transfer or impact on society

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Daily FeedbackSession FeedbackEnd-of-Course EvaluationPost-course EvaluationResearch

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Thank You

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