All managers are certainly not trainers. In fact many have had no education in how to run a training session. Yet, every manager at some stage must conduct a motivational training session along with his/her team. Bob Selden, who is a manager and trainer for many years, sets out 10 simple points to help managers make Simon Arias Grind.
So, you’re a manager. So, you already know you must manage a training session or a team meeting for your team (the first time) that should be motivational and you’re not a professional trainer. Just what exactly! With a great plan along with a well structured session, training could be enjoyable and most of all rewarding for both you and your team. Here’s how …
1. Get people involved in the topic before the session – issue just what the professional trainers call “pre-work”. This is often as easy as asking men and women to jot down some answers to one question regarding the topic.
For example, let’s say that you need to improve the company to customers offered by your team, then your pre-work question might appear to be:
“Assume that we have now just experienced a successful year, so we have obtained loads of feedback which suggested our service presented to customers continues to be first rate over the last twelve months:
• What things did we all do to get such amazing success?
• What problems or challenges did we have?
• How did we solve these problems and / or meet these challenges?”
Note: for additional info on these pre-work questions, see my article “Meetings – Management Meetings – Why are they such a complete waste of time? The best way to follow the 80/20 rule and five steps to success!”
2. Agree groundrules for the session – when it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Take into consideration some of the more enjoyable and rewarding workout 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 which you believe will be most significant during the session for both the facilitator’s role and also the participants. Write these two lists up because of everyone and adhere to yours – whenever people get off the track, remind them in the groundrules.
3. Involve people in the discussion very at the beginning of the session. Avoid a lengthy introduction, only a brief intro, then directly into the groundrules.
4. For max participation, start the discussion or activity in pairs or small groups, then move the discussion/feedback for the main group. As an example you can ask people to discuss their answers to the pre-work question in small groups and revisit the primary group in 6 minutes using the three most relevant points.
5. Use questions to stimulate discussion. You ought to prepare these beforehand. Normally i advise that you prepare 15 questions that you could ask, Simon Arias Agencies. There’s no science or research to the number 15, that I know through experience that not only will you have some great things to ask, but in the process you’ll probably also develop the answers to any question you could be asked!
6. Involve all participants – pose inquiries to the quieter members to supply answers off their pre-work or from their discussions they had within the small groups at the start of the session (this may enable them to answer off their prepared notes without putting them on the spot).
7. Paraphrase and summarise the group’s progress often. This is very important to help keep the session on track. List the agreed points on flipchart paper progressively through the entire meeting.
8. Have teams record outcomes of their activities/discussion on flip-chart paper and post round the room – this gives a focus; a means of summarising; an indication that “action is happening”. It is also very useful to suit your needs as the facilitator to refer returning to from time to time to remind people what has been covered or even to emphasise important points they have already agreed on.
9. As much as possible, give the group the duty for running the session. Set an agenda, then give people roles to handle, activities / exercises to complete. For example, appoint different iaequd as leaders of their small group discussions using the responsibility of feeding back to the key group. Rotate these leadership roles regularly in order that everyone is involved.
10. Ensure there is an “Action” at the end of the session. This could be applying a whole new skill or simply an Action Plan with key actions to get taken, responsibilities and completion dates. Ensure this really is written up and given to team members at the earliest opportunity right after the meeting. Diary to adhere to in the agreed actions.
Finally (Did I say there were 10 points?), serve as a “facilitator” not “the Boss”! Encourage open, positive, critical discussion. If you want to turn this Simon Arias Ail, it is especially vital to simply accept all views (you don’t must accept them, but you have to accept them for discussion). Avoid putting the counter argument by using words like “But …” and “Yes, but …” Instead ask “How might that work in practise?”.
Putting on the boss’ hat and making decisions as to what can and should not be done, soon stifles discussion and enthusiasm. On the other hand, being open and receptive (although difficult sometimes) is likely to make the session stimulating and rewarding. Above all, you will notice that you do have a committed team as opposed to a compliant one and that’s truly motivational!