Category: Training & Development

Do prepare your speakers with all the information you can about the conference, including theme, size and organizational expectations. Don’t let speakers assume it’s business as usual. Sometimes, those of us who speak or train need reminders that we shouldn’t assume too much either.

I recently had the pleasure of speaking at a conference, and I was the one who did the assuming. I have no excuse. It was a last minute affair and I admit the occasion was most important for me as a visibility opportunity. As a speaker who talks about communicating–and a trainer, too, the process seemed a no-brainer. No insult intended for the organization. I caught myself assuming way too much. Normally, I address subjects on presenting, on training, on getting an audience to listen, on the “how-tos” and “why-fors” of communication in general so I should have known better.

As anyone–trainer, seminar leader, facilitator should expect when invited to present at a workshop or conference, there are some basic logistical details to begin with and then more details, those about your audience, for example, once you know. This was a group I thought I knew. As a trainer, I was sure I could handle any situation that might arise from not having a microphone or projector or screen, but what I had not counted on were audience expectations in how I would present that material. This particular workshop was for coaches, trainers and training developers, sales managers, etc–so pretty much communicators themselves. While it seemed to me I was to be speaking on the topic of the workshop–communicating credibility, which I did, I hadn’t thought I’d be expected to “walk the walk” of the trainer to demonstrate my own credibility by using icebreakers, activities and discussion. Apparently, my slide show didn’t reflect the latest trend in slide preparation and my talk, although engaging, was not what was expected…from me anyway.

While all the other speakers and presenters who were speaking on similar topics at the conference took the standard route of interactive speech and presentation as I did, I was expected to use all the training tools in my arsenal instead of just talk. Had I known the expectation ahead of time, that I would be viewed as the speaker/trainer extraordinaire by the audience, I could have given the audience more of what it expected. Granted, it was my fault, but now I will remind myself and others that, when it comes to training and planning training, there is always something we can’t know unless we ask.

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For more resources about training, see the Training library.

The quick answer is easy. No one can ensure your success. Success as a speaker, trainer, or facilitator depends on other factors than refining your talent as a communicator. A business acumen is essential, marketing, some psychology so you know your audience, but most importantly a product yourself, a plan and the will to see it through.

I am speaking as a speech coach. I will not take money from students unless we have had an in depth discussion of what may be the best path for them under their current circumstances. It may be since I left home at an early age and worried about my own survival that I worry about my students. I’m sure I could make more money by being less ethical and such a nice guy, but if there ever is an area where you can lose your money and your dream, this is it.

Coaches can help your confidence, help you get rid of bad mannerisms that distract, help you direct your message, and literally fine tune your performance–if that truly is their goal. Still, they cannot guarantee your success.

However, you can spend a lot more money on a great coach and go nowhere. Have a solid reason to pursue the career. When you are certain you have the talent (or do you need the coach to tell you?), then invest if you so desire and can afford to. Asking the coach if you have the talent to succeed may just open the door for “Sure, with my help.” Be very specific on what you need.

Be careful, as in any business, those selling the how-to are often doing better with the selling than the work and stop doing the work altogether. It’s not unusual for those who offer these programs or coaches to often make a lot more money on selling the programs or coaching than the speaking itself. The fact that it’s just human nature to want that success makes a bit more palatable to us.

The drive to success can be an opiate. You and your potential coach can be easily addicted. You, for your speaking dream; he or she for a more financial one.

There are many paths toward a chosen profession. Not all involves training by “successful” others. It’s a little like the rich guy who tells who the secrets of making money and neglects to tell you he wasn’t worried because Mom and Dad had plenty should he fail at “this” endeavor. Some of us don’t have the support systems so counting on someone to train us right into success is naive. To those who had the resources, I hope you take advantage of them; not all of us are so lucky. You should invest in what saves you time, in what helps you concentrate on the areas you need to concentrate.

There is no guaranteed path or quicker access to success even for the enormously talented. Just look at actors. There are great ones who never see Broadway or the Silver Screen, and others, in the right place, right time with the right connections, that have stardom.

As you peruse the slick marketing packages, the successful look of the sellers themselves that represent what you might become, remember the person who came before them and did all with hard work without others. I’m not saying never pay someone for a service, just to remember that it is just that: a service. Get your money’s worth, stick to your plan and you’ll accomplish your dream.

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For more resources about training, see the Training library.

It may be a bit old fashioned that the view that face-to-face training is more effective than any other kind of training such as E- Training and Computer-Based Learning—with the right trainer or training team, that is.

Why not use all the tools we have? Let students pace themselves and repeat what’s necessary to facilitate learning. This kind of training makes sense, at least financially and it fills the training need. Or, does it? Does it really do the job in the long run? Do students come away motivated and filled with new, usable information? They certainly filled the square.

We’ve all seen training departments reduced in size, their missions diminished, and budgets slashed—especially when it comes to personal training. It’s so much easier to rely on the electronic tools of the Internet, webinars when live seminars won’t do, and videoconferencing calls. We can do training, demonstrations, sales pitches, brainstorming, facilitation via Windows Live, AOL Messenger, or Skype or any of a multitude of similar software communication applications. Really. We can see and hear others; we can even view presentations and videos. But it’s not really the same as face-to-face training, is it? Or, like hands-on training via demonstration? Those activities all take a guiding hand.

I’m sure you have taken online courses or training to fulfill this or that requirement. Did you really care about learning the material or did you just go through the motions to get the certification? That’s the major difference.

A person in front of you can help you care about what it is you are learning and have an impact on how you remember it. It must be important; or why are you having a person actually present the information and try to motivate me to remember it? You can ask questions—even dumb ones and get the personal touch. You also send the message: I care about you, the employee. When the employee gets that message, loyalty goes up along with productivity. Who can deny we will work hardest for someone who cares about us?

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For more resources about training, see the Training library.

As a way of introducing myself to the Training and Development world, I’ve included the bio below. While a variety of skill sets take us in many directions, my strength has been as a passionate communicator. I apply my social psychology background and my verbal skills to my “day” job, focusing on crisis management and customer service. I will be retiring from that position and devoting my time to running my company, Acting Smarts, as well as writing, acting, speaking, coaching and related activities. Meanwhile, I am open to financial opportunities now that will allow me to depart from my current position when feasible, and grant me the means to apply my skills and talent in a broader sense. In general, effective communication is important, not only in achieving our interpersonal goals, but in influencing the world around us. Skillful and charismatic communication is critical in leading any business or organization, and essential to trainers, training developers, professional development staff, and managers. So, here’s my story:

Jack Shaw is a professional theatrical and film actor, voice-over artist, on-camera actor, performing in commercials, public service announcements, audio books, and training films. In addition to being the Training and Development Blog Host for the Free Management Library, he is the Performing Arts blogger for the Wilmington Examiner, as well as a reviewer for Stage Magazine. He shares his thoughts on theater and other communication topics at www.actingsmarts.wordpress.com.

Through his company, Acting Smarts, he focuses his efforts on practical approaches to acting and communicating. Although he coaches actors for commercials, narration and theatre environments, the bulk of his business is derived from other practical applications of the art–in coaching executives in charismatic public speaking and presenting. With graduate degrees in Performance Criticism and Social Psychology, combined with his years of acting and directing, he has a unique communication insight and a dynamic presentation style. He’s directed such plays as Harvey, Lovers and Other Strangers, Romantic Comedy, Blithe Spirit, and Creation of the World and Other Business; and acted in Regional theaters throughout the country. His professional theater experience includes roles as “Nathan” in Guys and Dolls, “Perchik” in Fiddler on the Roof, “Mordred” in Camelot, and “Ice” in West Side Story. He’s also appeared in numerous non-musical theatre productions.

He has been an on-air personality, commercial announcer, a news director and talk show host in radio as well as a public affairs producer, audio chief, and a staff announcer in television. As an Air Force public affairs officer, he was a public speaker and spokesperson for national and local media, taught English and speech at the USAF Academy, ran the tour program inside Cheyenne Mountain, and was Space Division’s community spokesperson for Los Angeles and Orange counties. While stationed in Panama, he trained other public affairs officers how to handle national and international media. As part of the Administration’s National Training Center, he trained State and Federal staff, developed and presented courses in leadership, management development, train-the-trainer, and customer service. From his diverse experience he sees communication as vital in establishing and maintaining credibility, whether it is as an actor, business executive, or other professional.

Jack received Bachelor of Arts degrees in both Psychology and English, and dual Master’s degrees (Speech/Dramatic Art and English) focusing on performance criticism from the University of Missouri in Columbia. He has yet another Master’s degree in Social Psychology. The Passionate Communicator offers coaching, consulting, training in public speaking, executive presenting, and acting. He applies acting coaching techniques to help professionals build exceptional oral communication and networking skills, and helps serious actors act. Contact Jack at (856) 979-2890.

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For more resources about training, see the Training library.

Warning this may get winded…

Thinking of the recent developments with British Petroleum and the current mess they have made out in the Gulf Coast I thought about how training and development / performance improvement might have been able to help prevent such a disaster from ever occurring in the first place. I realize that this may be an R & D issue but if you think about it, training for a disaster is something that we trainers can help with.

BP and their R & D department could have set up sessions and trained employees out on these wells how to spot a problem at the very start and then how to handle the problem. BP seems to have skipped right over this process, they should have seen a need for 1) MORE R&D on deep oceanic wells, and 2) trained their employees as to each minuscule problem that might arise and prepare well in advance for such a disaster. These processes ought to have been done well in advance of ever trying to drill in the Gulf.

Training can and is necessary for high risk endeavors like this or else we are bound for another disaster and BP will I am sure be at the fore front of the next bright idea. The research indicates that BP has in fact been noted as having one of the worst records in the oil industry and have been found to have a poor safety record, Training would have come into play here too. When are big corporations going to put training and development as a priority and these CEO’s need a course in ethics and research and the advantages of quality control and environmental safety. Training and development play vital roles in hand with R & D and tactical prevention methodology. This disaster should have been foreseen prior to ever setting one massive rig in the ocean.

Another little observation, why is BP now finally willing to look at clean up methods other than their own, This should always be a policy to look for other knowledge and ideas outside the box so to speak, there are benefits to looking around for solutions I think BP would be seen as much more responsible and more ethical if they had a policy to open their eyes and ears for better ideas earlier.

-Leigh and happy training and teaching

E-Learning and Distance Learning pros and cons

By Leigh Dudley on June 8, 2010 | Edit

This is not my greatest strength, e-learning was not a part of my education and what I have learned is from my own research, however since this type of adult learning approach is becoming such an intrinsic part of human performance I feel I should help point out a few items that have crossed my research eyes…

I think the first and foremost step in the process of developing an e-learning (distance learning) program is to a) target your audience and their technological abilities, b) research and find the easiest LMS program that everyone can have access to, I have experience with Blackboard and Moodle, but there are many out there to choose from. c) make sure you do a tech test of sorts prior to the classroom presentations. and d) follow up and make sure you update and modify your programs often, keeping up with the technology is another important tip.

E-learning is a great way to reach a large array of clients and has become a necessity in the global economic climate – research has proven that it can be an effective way of teaching, keep in mind the 25th Quartile theory when designing an e-learning or distance learning program too. Remember there are still newbies out there and we must adjust ourselves as we teach…

ASTD has many good quality resources for those wishing to learn more about the processes of distance learning and how to become very effective in the design and presentation of distance courses.

Happy research and good luck with all your training endeavors

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley (Sassenach Training Services) – Website – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development

In a previous post, I discussed the concept of the silent trainer. The silent trainer can be found in every organization amongst the same hallways that hold the plaque with the well written mission statement. While the employees pass the plaque on their way to meetings, their offices or the cafeteria, they are learning what is really important in the organization. The silent trainer is teaching your employees many lessons and the training begins early in their tenure. The lessons include multiple topics but primarily the employees are learning acceptable behaviors. They learn boundaries; they learn what they can get away with and what their place is in the organization. And despite the efforts of HR departments and training teams everywhere, the powerful force known as the silent trainer teaches employees the real rules of the organization.

Have you ever made the following statements of asked yourself the following questions?

• Where did she learn that?
• That isn’t how I trained him.
• The handbook clearly states xxxx, can they not read?
• When she first started, she was a great employee, but lately she’s been slipping.

If you find yourself wondering where employees are learning the wrong way to do things, take a look around your organization beginning with an examination of yourself. What are you teaching others by your actions? When you ask yourself those above questions or make those statements, to whom are you speaking? Do you speak them to yourself or to your friend in the organization? Or do you go directly to the source to address the issue? If you choose to ignore it, you are playing your part in supporting the silent trainer in your organization.

What are your employees learning?

Your comment are encouraged and welcome. What examples of the silent trainer can you share from your experience?

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

I am starting the development of my own training company “Sassenach Training Services” I am going to be offering the following services: Needs assessments, Evaluation of training programs, designing training manuals, job aids, and assisting in mentoring program development and some executive coaching. I live in the metro Detroit area and hope to make this company a reality soon. If any one is interested in these services I am more than happy to talk to you. I also am available for companies or individuals to outsource work to. Interested parties can look at my website to see my experience at: http://ldudleytdhptspecialist.moonfruit.com/ also you can access my linked in page at: http://www.linkedin.com/in/dudleyleighymail.

Friday the blog will be on e-learning and distance learning so stay tuned.

Happy Summer 🙂

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development

After reading another blog by Carter McNamara titled Are You Doing OD? Training? Consulting? Coaching? All of These? I decided to look at the definitions I had laying around in my paperwork of HRD, T & D and OD and what I consider at least the objectives of all three types of processes, although personally I think the objectives are more training objectives. However I thought it might clear up some of the differences between the three.

Human Resource Development (HRD)

A process developing and/or unleashing human expertise through organization development and personnel training and development (T&D) for the purpose of improving performance at the organization, process, and individual levels.

Training and Development (T&D)

Training is the process of systematically developing knowledge and expertise in individuals for the purpose of improving performance. Development is the planned growth and expansion of the knowledge and expertise of people beyond the present job requirements. This is accomplished through systematic selection, training, assignment, and evaluation efforts.

Organization Development (OD)

The process of systematically implementing organizational change for the purpose of improving performance.

Objectives

• Assist an organization in improving job performance through training and non-training solutions.

• Analyze employee job effectiveness to determine true organizational training and performance needs

• Explore needs assessment and understand its importance in relation to the Human Performance Improvement process.

In the end all three are similar in so many ways, a couple of the reasons I went into training were a) it was a great marriage between T & D and my behavioral psych degree and b) the T & D HPT profession is so diverse you have the ability to work in so many capacities. I thought that was great, I love diversity and the ability to be a lot of things rolled into one.

Happy Training and comments questions concerns and guests are always welcome!

Leigh

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For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development

In a previous post, I discussed the need to not ignore the informal learning systems that are working within your organization. Research indicates that 70-80% of all learning comes in the form of informal learning; however, it seems to be largely ignored in training and HR departments across organizations. (By the way, if you are already thinking of ways to formalize informal learning, you are missing the mark.) Consider some of the characteristics of informal learning:

• It is something that is not highly conscious
• It is part of a daily routine
• It is self-directed and is often triggered by either internal or external motivation
• It can be unintended, casual and unplanned

The people within your organization are learning every day by watching, observing, talking and listening to peers, supervisors, customers or clients, and vendors. Their behavior is heavily influenced by what I like to call the silent trainer in the organization, otherwise known as the culture of the organization. So what is your culture teaching your employees?

The handbook and training manuals can be full of best practices, respectful workplace behavior policies, and conduct guidelines. During the new hire orientation, training sessions, monthly meetings, and written communications, you may repeat these policies and guidelines. You may even have employees complete a number of acknowledgement forms to prove you covered the policies. Further, you most likely ensure that you have the best of the best training professionals, mentors, and others teaching these and even modeling these policies. As an HR pro, are finished at that point?

If you answered yes, then you’re missing the mark, again. The more important thing to monitor and measure is what happens in the real world? What happens out of your HR headquarters or offices? What’s going on in the field? What is the culture teaching your employees?

Your thoughts are always encouraged and welcome!!

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.