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Hub You - Managers – Do You Have To Run A Motivational Training Session? - 10 Steps to Ensure Success!
I had never really heard the term MOU until a few months ago and now I can fathom how I can do contracts without them. A MOU (Memorandum of Understanding) will help you get working on contracts much quicker.Here is how a MOU will work for you.Set a meeting with a potential client. Come to an agreement with the client during the meeting. Put the items of agreement into an MOU and have both of your sign the MOU You now have an agreement that will allow you to start doing some preliminary work without either of you backing out of the temporary agreement. You might ask what goes into a MOU. Here are
5. Use questions to stimulate discussion. You should prepare these in advance. I always suggest that you prepare 15 questions that you could ask. Why? There’s no science or research to the number 15, just that I know through experience that not only will you have some great questions to ask, but in the process you’ll probably also develop the answers to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to provide answers from their pre-work or from their discussions they had in the
You've probably heard the story of the Boy Who Cried Wolf.The problem is that the child was looking for attention and thought it would be fun to scream at the top of his lungs that a wolf was nearby. Each time he did, the entire town came running to his rescue!It worked twice!But each time all the townsfolk came running to his field all set to do battle with a big, mean wolf, all they found was a bunch of sheep casually munching on grass.The boy really felt important when everyone came running to his aid!However, the third time, no one believed him. No one came running when he screamed "wolf, wolf!!!"Unfortunatel
1. Get people involved in the topic before the session – issue what the professional trainers call “pre-work”. This can be as simple as asking people to jot down some answers to one question about the topic.
For example, let’s say that you need to improve the service to customers provided by your team, then your pre-work question might look like:
“Assume that we have just had a very successful year, and that we have received heaps of feedback which suggested our service given to customers has been first rate over the last twelve months:
• What things did we do to get such great success?
• What problems or challenges did we have?
• How did we solve these problems and / or meet these challenges?”
Note: for more information on these pre-work questions, see my article “Meetings – Management Meetings – Why are they such a waste of time? How to follow the 80/20 rule and five steps to success!” (www.nationallearninginstitute.com)
2. Agree groundrules for the session – if it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Think about some of the more enjoyable and rewarding training 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 that you believe will be most important during the session for both the facilitator’s role and the participants. Write these two lists up in view of everyone and stick to yours – when people get off the track, remind them of the groundrules.
3. Involve people in the discussion very early in the session. Avoid a long 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 answers to the pre-work question in small groups and come back to the main group in 6 minutes with the three most relevant points.
5. Use questions to stimulate discussion. You should prepare these in advance. I always suggest that you prepare 15 questions that you could ask. Why? There’s no science or research to the number 15, just that I know through experience that not only will you have some great questions to ask, but in the process you’ll probably also develop the answers to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to provide answers from their pre-work or from their discussions they had in the s
Always remember that the highway which leads us to victory begins before, when we choose what we aim to be and what we desire to get. Therefore, the job is altered into the simple offer of finding what one does with contentment. The significant part is to find in our successes which one of them gave us most delight. Job Seekers should also keep in mind that accomplishments are not only related to the employment or expert’s life. It began much before when we were in school, spree with friends, sporting, leisure other social activities and family life. The second step is to differentiate the qualities that help us the most in these successes.Now the
“Assume that we have just had a very successful year, and that we have received heaps of feedback which suggested our service given to customers has been first rate over the last twelve months:
• What things did we do to get such great success?
• What problems or challenges did we have?
• How did we solve these problems and / or meet these challenges?”
Note: for more information on these pre-work questions, see my article “Meetings – Management Meetings – Why are they such a waste of time? How to follow the 80/20 rule and five steps to success!” (www.nationallearninginstitute.com)
2. Agree groundrules for the session – if it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Think about some of the more enjoyable and rewarding training 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 that you believe will be most important during the session for both the facilitator’s role and the participants. Write these two lists up in view of everyone and stick to yours – when people get off the track, remind them of the groundrules.
3. Involve people in the discussion very early in the session. Avoid a long 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 answers to the pre-work question in small groups and come back to the main group in 6 minutes with the three most relevant points.
5. Use questions to stimulate discussion. You should prepare these in advance. I always suggest that you prepare 15 questions that you could ask. Why? There’s no science or research to the number 15, just that I know through experience that not only will you have some great questions to ask, but in the process you’ll probably also develop the answers to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to provide answers from their pre-work or from their discussions they had in the
These days, all successful businesses require a website or internet presence in order to grow to their maximum potential. To the millions of potential customers searching the internet everyday, those businesses without a website, put simply: Do Not Exist. And of those which do have a website, research shows that over 90% of them are so poorly designed that they provide little or no income or benefit to the company. Similarly, the best looking site in the world will not generate business for you if it doesn't receive visitors. As a result, it behooves small business owners to consider their company's internet footprint if they desire a piece of this ever
2. Agree groundrules for the session – if it is to be a discussion session, discuss and agree the role of the facilitator (you). Ask “Think about some of the more enjoyable and rewarding training 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 that you believe will be most important during the session for both the facilitator’s role and the participants. Write these two lists up in view of everyone and stick to yours – when people get off the track, remind them of the groundrules.
3. Involve people in the discussion very early in the session. Avoid a long 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 answers to the pre-work question in small groups and come back to the main group in 6 minutes with the three most relevant points.
5. Use questions to stimulate discussion. You should prepare these in advance. I always suggest that you prepare 15 questions that you could ask. Why? There’s no science or research to the number 15, just that I know through experience that not only will you have some great questions to ask, but in the process you’ll probably also develop the answers to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to provide answers from their pre-work or from their discussions they had in the
Any production, supplying, banker, manufacturer, sales company or any customer oriented organization takes care of customers. The business concerns are competing with their competitors. They are competing with product, quality as well as service providing. When customers are paying for, they also want all in one stuff i.e. quality, support, delivery and service. So who is there to serve customers? They are help desk executives. The help desk provides technical as well as non technical helps to the customers. In broad sense help executives are two types, general and specific. General support services are provided for customer satisfaction, relationship bu
3. Involve people in the discussion very early in the session. Avoid a long 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 answers to the pre-work question in small groups and come back to the main group in 6 minutes with the three most relevant points.
5. Use questions to stimulate discussion. You should prepare these in advance. I always suggest that you prepare 15 questions that you could ask. Why? There’s no science or research to the number 15, just that I know through experience that not only will you have some great questions to ask, but in the process you’ll probably also develop the answers to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to provide answers from their pre-work or from their discussions they had in the
For the entrepreneur who is opening a dollar store cost reduction is an ongoing challenge. It is a challenge that needs to be addressed in every aspect of the business. One of the most important areas of focus is payroll.Payroll cost reduction can be extremely difficult to achieve without an ongoing plan. If you are opening a dollar store that plan needs to focus on anticipated sales, with total payroll being a percentage of the projected sales. A monthly payroll target can be established against anticipated sales for the upcoming month. As weekly sales goals are achieved, small adjustments can be made to the next week’s payroll target.Two
5. Use questions to stimulate discussion. You should prepare these in advance. I always suggest that you prepare 15 questions that you could ask. Why? There’s no science or research to the number 15, just that I know through experience that not only will you have some great questions to ask, but in the process you’ll probably also develop the answers to any question you might be asked!
6. Involve all participants – pose questions to the quieter members to provide answers from their pre-work or from their discussions they had in the small groups at the start of the session (this will enable them to answer from their prepared notes without putting them on the spot).
7. Paraphrase and summarise the group’s progress often. This is important to keep the session on track. List the agreed points on flipchart paper progressively throughout the meeting.
8. Have teams record results of their activities/discussion on flip-chart paper and post around the room – this provides a focus; a way of summarising; a sign that “action is happening”. It is also very helpful for you as the facilitator to refer back to from time to time to remind people what has been covered or to emphasise important points that they have already agreed on.
9. As much as possible, give the group the responsibility for running the session. Set an agenda, then give people roles to carry out, activities / exercises to complete. For example, appoint different people as leaders of their small group discussions with the responsibility of feeding back to the main group. Rotate these leadership roles regularly so that everyone is involved.
10. Ensure there is an “Action” at the end of the session. This could be applying a new skill or simply an Action Plan with key actions to be taken, responsibilities and completion dates. Ensure this is written up and distributed to team members as soon as possible after the meeting. Diary to follow up the agreed actions.
Finally (Did I say there were 10 points?), work as a “facilitator” not “the Boss”! Encourage open, positive, critical discussion. If you want to make this a motivational session, it is particularly important to accept all views (you don’t have to agree with them, but you do have to accept them for discussion). Avoid putting the counter argument by using words such as “But …” and “Yes, but …” Instead ask “How might that work in practise?”.
Putting on the boss’ hat and making decisions about what can and cannot be done, soon stifles discussion and enthusiasm. On the other hand, being open and receptive (although difficult at times) will make the session stimulating and rewarding. Above all, you will find that you have a committed team rather than a compliant one and that’s truly motivational!
Copyright 2006 The National Learning Institute
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