T R A I N T H E T R A I N E R

Enhancing Capabilities for Delivery of Training Workshop

May 2, 2015 (Saturday), 8:30 am-5:00 pm. @ Maxima Trainers Methodology RoomWorkshop Overview:This workshop will be used to assist and enlighten participants to develop and enhance their skills to conduct effective trainings Workshop Objectives:Understanding what the principles of learning and ways to improve communication

Understanding an effective training, facilitating, presenting and when to use each

Applying adult learning concepts and how to develop a supportive environment

Understanding and how to address challenging difficult situations and participants

What makes an effective trainer?Think of a time when you attended a training with a very effective trainer.

What do you think the trainer did was effective and how did it make you feel?

What do you think of the constitute qualities of an effective trainer?Applying Adult Learning Principles to Past ExperiencesSession 1: The Learning PrinciplesAverage retention increases as learning gets more interactive

Average retention rate for various methods of teaching

8 Principles for Conducting Sessionsfor Adult ParticipantsFocus on real world scenarios.Emphasize how the learning can be applied. Relate the learning to the goals of the participant.Relate the materials to the past experiences of the participant.Allow debate and challenge of ideas. Listen to and respect the opinions of participants.Encourage participants to be resources to the trainers and to one another.Treat participants like adults.

Successful learning experiences take learnerson a journey up the learning staircaseLevers:

Stages:Unconsciously unskilledConsciously unskilledConsciously unskilled but intentConsciously skilledUnconsciously skilledAwarenessIntegrationSkillingChoiceOnce unconsciously skilled is reached, another learning cycle can beginSession 2: CommunicationAudience focuses predominantly on body language and voice Percentage of audience attention focusBody languageis a kind of nonverbal communication, where thoughts, intentions, or feelings are expressed by physical behaviors, such as facial expressions,bodyposture, gestures, eye movement, touch and the use of space.

Useful extensions to this understanding are;

Its not just words; a lots of communication comes through non verbal communication

Without seeing and hearing non-verbals, it is easier to misunderstand words

When we are unsure about the words mean, we pay more attention to the non verbals...and managing your gestures could impact the flowTouching handsfor longer than 10 seconds tends to distract the audience, who will look at them rather than at your face

Folding your arms in fro nt creates a barrier between the audience and your body, perhaps suggesting that you are hiding something

Clasping your hands behind your back may cause you to throw your chin or shoulder forward in lieu of a gesture, which the audience may receive negatively suggest you have something to hide

Keeping your hands in your pockets may convey a lazy or overly casual attitude; jiggling keys or loose change is a definite no-no

Reaching out to the audience with your palms up indicates openness, warmth, and friendliness

When enumerating points with your fingers, hold your hands where everyone in the audience can see them

Volume, pace and intonation could optimize voice variationVariation of voice parameters is important for the perception of commitment and persuasiveness as well as focusing audiences attention

VOLUMEVariations in volume emphasize important parts of the speech, deliberately focus the listeners attentionSpeaking too quietly or too loudly triggers negative feelings and conflict

PACEA change in the pace of your speech is a structuring aid the other side of the coin is targeted use of pausesSpeaking slightly faster makes your presentation easier to understand and enhances credibility

INTONATIONIntonation promotes comprehension, it is the audible form of punctuationThe vocal tension should be maintained up to the very last wordA few simple practices could optimize body languageStand firmly on both feetFeet approximately 10-20 cm apartBody weight evenly balancedKnees slightly bent1.0-2.5 meters from audienceWalk deliberately towards audience to indicate emphasis or attract attentionHands and arms open at mid-heightHands and arms placed on front of the body....at a slight angleCalm gestures to emphasize points Keep eye contact with audienceLook at different individuals in turnHold eye contact for a few seconds

A dynamic posture can help you start your session with great confidence If a plumb line were dropped alongside your body, it would pass through:

The center of the earThe top of the shoulderThe highest point of the hipJust behind the kneecapJust in front of the ankle Posture/alignment remindersLengthen the spine and neck by lifting your head from the crown. Imagine a piece of string attached to the crown of your head is pulling you up straightPlant your feet firmly (Velcro on the bottom!) and balance your weight evenly between the ball and the heelBe patient your body will learn its new alignment, but the muscles may need a month or more to adjust

We can follow a 4 step approach for delivering feedbackObservationImpactListenSuggestionsGiving feedbackDescribe concrete observationExplain effects on mePause and listen for clarifying questionsGive concrete suggestion OR recognition/encouragementReceiving feedbackListen without interruptingAvoid arguing or defendingProbe for understandingAcknowledge the other persons point of viewThank him or herConsider whether/ how the feedback applies1234I notice that your team is confused about the objectivesI feel that this affects their willingness to perform the tasks assigned to themWhat do you think?I suggest that we set the targets upfront before they undertake the workFor maximum impact,training has to go below the surface

BehaviorThinking & feelingValues & beliefsNeeds being metOr not being metWhat we see and attempt to addressWhat we dont see and dont attempt to addressTrainers have to operate on both visible and hidden drivers to really understand and influence behaviors and mindsetsHow we can grab attention ?

VideoRole PlayGallery WalkAudioPicturesIce BreakersGamesExercises

Training Room Set-Up

Session 3: Elements of Effective Facilitation1. PRE-MEETINGDefine the learning objectivesBecome familiar with agenda, materials and delivery formatFamiliarize yourself with the audience and backgroundsPrepare the room, check logistics requirementsCenters self to remove nervousness or fear2. MINDSETSBegin with learning objectivesHold participant orientation through acceptance, helpfulness and establishing rapportExhibit calm, lack of ego and willingness to be vulnerableRemain flexible to learning styles of participantsAcknowledge issues that need to be surfaced3. COMMUNICATIONUse voice effectively by speaking clearly and at appropriate speedClarify key messages through appropriate word choice, sequence and emphasis on key wordsUse facial expression and gesture to support messageEliminate distracting body movementsExpress emotion appropriately4. CONNECTIONFoster participant ownership, self-dependency and commitmentCreate an open, honest atmosphereDraw out individual participants and areas of group alignmentChallenge the group meaningfully, working with emotion and conflictModel desired attitudes and behaviors

5. PROCESSTransfer ownership to participantsUnderstand participants preferences and tailor interactions appropriatelyUses different engagement techniquesSets context for each session/interventionCaptures participant contributions appropriatelyActively manage group energy to create dialogContinuously links specific issues/discussion/ activities with broader purposes/ objectivesGuidelines for effective facilitationFocus the discussionUse questions as directional influencesthat is an interesting point could you help me understand how it fits with this issue?Place the discussionIdentify issues for further discussion so the group can move on nowwould anyone object if we moved on to the next point?Probe for clarityAsk questions How? Why? When? What? Where? For whom? By whom?Rephrase what has been said, and invite other interpretationsEnrich the discussion by adding your own knowledge and expertiseMaintain participationMonitor airtime and involve reluctant participants by inviting their suggestionsdoes anyone who hasnt spoken want to comment? Jean, what do you think?Build trustListen actively (e.g., nod, pick up on unexpected comments) to build rapportReflect the good points of suggestions or ideasWrite exact words of participant if recording comments on flip chartDeal with conflicts Redirect the discussion of conflict becomes personalas we cant resolve this now, shall we move on to next point? Perhaps it will shed some light on this issue.Balance content and processIntroduce new concepts by piggybacking onto a previous commentMake reality checks is it realistic to expect to achieve X within this timeframe?Help the group when it gets stuck; Suppose we did it this way.. What would happen?Listen activelyBe fully present and want to be hereListen with a quiet mind and bodySuspend judgment and analysis for the momentHear the speaker out and do not make snap judgments before the speaker has finishedEncourage the flow of ideas by using verbal and non-verbal prompts, asking clarifying questions, and building on the speakers line of thoughtSummarize/paraphrase what you have heard and ask questionsBalance telling with askingTellAskAssert Instructing, explainingExpressing views, concernsrequestingListenListening for feelingsParaphrasingRepeatingQuestionChallengingFacilitatingDiagnosingExploringPushes for actionCould we consider doing X?My suggestion is that we do Y. How do you feel about that?Finds common ground for actionWhich of all these alternatives have you considered?What would be the advantages of doing that? The disadvantages?Looks for reasons or causesHow do you see the problem?What can I do that would be helpful?Helps you find out more informationCould you tell me more?What do you have in mind?Session 4: Challenging Difficult SituationsManaging interaction answering tough questionsClarify ask for clarification (is your main concern about?)Share and stop state your message and supporting points; check whether the questioner is satisfied; then stop speaking as decisively as you started (dont just tail off)Boomerang if you arent certain of the answer, redirect the question back to the person who asked it or to the whole group (interesting point Id like other peoples views?)Focus on what you know dont panic that you don't know the answer pause and ask yourself, what do I know about this subject? What else might be relevant? Summarize your knowledge: I dont have that data, but in area X, which has similar characteristics, we foundHypothesize I haven't looked yet, but my hypothesis would be..Problem solve think aloud and involve the group if possible. suppose we tried X could that work here?Park the question - I need to think about that. Can we park it and come back to it later?; write the question on a flipchart and make sure you return to itTell the truth Im sorry I haven't gone into that yet. Does anyone else have ideas? If not, Ill look into it right away and get back to you tomorrow.Move on Ive noted that we need to do more work on A, B, and C. would anyone object if we moved on now?Address challenging questionsChallengeTechniques for managingCoping with distracting behavior and personal or political agendasReview upfront the objectives and goals of the sessionKeep conversation focused on facts, rather than opinions or emotionsGive negative influencers a role in the session to keep them engagedUse escalating interventionsManaging time Check for agreement upfront on end time and note conflictsBe realistic about how much you can accomplishBe flexible and rank topics, if necessaryTake issues offline when possible and appropriateAppoint a timekeeperKeep everyone on the same page Call out page numbers and other signposts frequentlyGive a short answer to questions that break the flow, adding youll provide more details laterMake time for questions at the end of each sectionNot knowing the answer to a questionAcknowledge that you dont know the answer and then- Offer a hypothesis based on what you do knowPromise to find out and get back to the personBounce questions to someone who may know answer or ask questioner for higher perspective Understanding Difficult Behavior

People have different motivations

People have different needs

People communicate difficult issues differently

People have different fears Facilitator Initiate the group discussion, direct the group discussion through the various stages, minimize distractions and direct the discussion to a conclusion while making sure the group addresses the key areas as given in the run sheet.

Distractive Participant Speak often, and divert the group discussion by speaking about unrelated topics.

Constant Speaker - Speak all the time and overshadow the shy participants. Say things that ae related to the topic, and slightly off-topic sometimes, but more or leaess stick to the topic of discussion

Shy Participant speak very little in the group discussion and remain withdrawn from the group. Participate only when facilitator encourage you to participate

Inquisitive Participant Pose probing and difficult questions to the facilitator and to the group. Questions can be outside the scope of the discussion topic as well.

Smarter than you participant put forward contradictory and incorrect facts and views and insist that he is right

Use escalating interventions to stop disruptive behaviorIgnore behavior (short term)Make eyecontactMove physicallycloserStop talkingAsk; talkdirectlyAllude to behavior;redirectConfront on a breakConfront beforethe groupMaintain a facilitative mindsetRemember what is disruptive to you is likely disruptive to othersUse group dynamics to help you manage disruptions (e.g., group will look at disrupter when you move closer to him/her)Avoid creating us vs. you atmosphere

Session 5: Story Telling

Storytelling is a powerful tool when building capabilities, and it requires mastery of 4 elementsStyleBe simple and directTalk as of you were talking to an individualTalk as id you were telling the story for the first timeBe yourselfTruthTell your story truthfully and honestlyAllow listeners to come to the conclusion based on the given factsPreparationPrepare and design your story wellPractice so you are comfortable with what you are going to say Only then consider improvising as you tell your storyDeliveryConnect with everyone in the audience, come out from behind the podiumDo not read from notes; make it appear to be a personal storyMaintain eye contact and give everyone your full attentionStories nurture innovation, which is key n capability building. They can motivate people, make dry content tangible, and give meaning to it. Storytelling is a tool to transform numbers, research, and analysis into action. Follow these 4 guidelines when developing your stories.Six types of stories can help capability builders achieve more impactUse narrative toDescriptionElements/characteristics1. Ignite actionSpring story describing implications of planned change and negative implications of no change.Allow listeners to extrapolateClear idea for making changeSupported by true exampleCentral character who tells storyUpbeat, positive tone with happy ending2. Instill organizational valuesA parable that combines a story with a projection/implication to illustrate the desired corporate values.Allows listeners to interpret and draw conclusionsSimple and believeTeaches a lessonPersonal (about time of hardship/conflict, or a person highly respected by the storyteller)3. Transmit knowledge and understandingA knowledge-sharing story/anecdote (or a collection of stories from storyteller and audience) that translates the content into a learning experience. Can be enhance with role-playing and what if discussionsGreat contextual detailHas defined beginning, process/series of actions, and an end with summaryOften hinges on anomaly/unexpected event

4. Lead people into the futureA leaders story that draws a vision of the future, creating a link between what s today and what will happen tomorrowProvides a simple yet compelling visionPositive and credibleNo clichs

5. Communicate who you are A personal story to establish a relationship with the audience and trustworthiness, which is necessary for further persuasion. It allows the audience to deduce what kind of person the storyteller isPersonal, genuine, and positiveDescribes a pivotal occurrence in the storyteller's lifeUses humor and emotionNo boasting or bragging6. Get things done collaborativelyAn energizing story motivating a team and providing it with a shared purpose and passion. Team members can add personal stories, and then the team can share its success story with other teamsEnergizing and positiveUses example of high-performing teamsConveys the feeling of successful teamworkTraining programs should be continually enhancedCapability building occurs over an extended period and requires ongoing coaching and support

For successful programs:Systematically collect feedbackPeriodically review and refine contentOptimize program duration (i.e., identify need for refresher courses, target new audiences, offer courses JIT, etc.)Deliver programContinue programCollect feedbackRefine contentThank you!