All managers are not trainers. Actually many have had no training in how you can operate a training session. Yet, every manager at some stage needs to conduct a motivational training session with his/her team. Bob Selden, who is a manager and trainer for quite some time, sets out 10 simple points to help managers make Simon Arias Leader.
So, you’re a manager. So, you already know you must manage a training session or a team meeting to your team (for the first time) that needs to be motivational and you’re not just a professional trainer. So what! With a good plan and a well structured session, training can be enjoyable and above all rewarding for you and your team. Here’s how …
1. Get people working in the topic before the session – issue exactly what the professional trainers call “pre-work”. This is often as basic as asking men and women to jot down some solutions to one question regarding the topic.
For example, let’s say that you should increase the service to customers provided by your team, after that your pre-work question might seem like:
“Assume that we now have just had a very successful year, and that we have received loads of feedback which suggested our service provided to customers continues to be first rate over the past twelve months:
• What things did perform to obtain such amazing success?
• What problems or challenges did we have now?
• How did we solve these problems and / or meet these challenges?”
Note: to learn more about these pre-work questions, see my article “Meetings – Management Meetings – What makes them such a waste of time? How to adhere to the 80/20 rule and five steps to success!”
2. Agree groundrules for that session – should it be to be a discussion session, discuss and agree the role in the facilitator (you). Ask “Think about a number of the more pleasurable and rewarding workout sessions you may have been in. What did the facilitator / trainer do? What did the participants do?” Ask men and women to quickly jot these down, then draw out the several things which you think is going to be most important throughout the session for the facilitator’s role as well as the participants. Write these two lists up because of everyone and adhere to yours – when individuals get off the track, remind them from the groundrules.
3. Involve individuals the discussion very at the start of the session. Avoid a lengthy introduction, just a brief intro, then straight into the groundrules.
4. For maximum participation, start the discussion or activity in pairs or small groups, then move the discussion/feedback to the main group. For example you could ask people to discuss their techniques to the pre-work question in small groups and return to the main group in 6 minutes with the three most relevant points.
5. Use questions to stimulate discussion. You need to prepare these in advance. I always advise that you prepare 15 questions that you might ask, Simon Arias Motivational Speaker. There’s no science or research towards the number 15, exactly that I know through experience that you will not only possess some great things to ask, but in the process you’ll probably also develop the solutions to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to supply answers using their pre-work or using their discussions they had inside the small groups at the outset of the session (this can allow them to answer off their prepared notes without putting them on the spot).
7. Paraphrase and summarise the group’s progress often. This will be significant to keep the session on the right track. List the agreed points on flipchart paper progressively through the entire meeting.
8. Have teams record results of their activities/discussion on flip-chart paper and post across the room – this supplies a focus; an easy method of summarising; a sign that “action is happening”. It is additionally very useful for you personally as the facilitator to refer to every once in awhile to remind people what continues to be covered or even to emphasise important points they may have already agreed on.
9. As much as possible, offer the group the duty for running the session. Set an agenda, then give people roles to carry out, activities / exercises to finish. For instance, appoint different iaequd as leaders of the small group discussions with the responsibility of feeding returning to the main group. Rotate these leadership roles regularly so that everybody is involved.
10. Ensure it comes with an “Action” at the end of the session. This could be applying a brand new skill or just an Action Plan with key actions to be taken, responsibilities and completion dates. Ensure this really is written up and distributed to team members at the earliest opportunity after the meeting. Diary to adhere to up the agreed actions.
Finally (Did I say there have been 10 points?), serve as a “facilitator” not “the Boss”! Encourage open, positive, critical discussion. In order to get this Simon Arias Ail, it really is especially vital to simply accept all views (you don’t need to agree with them, but you do have to accept them for discussion). Avoid putting the counter argument by making use of 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 occasionally) can make the session stimulating and rewarding. Most importantly, you will see that you have a committed team rather than a compliant one and that’s truly motivational!