Tel: 0844 394 8877
Trainer Training > Courses
This two-day programme provides practical help to enable participants to grasp the mindset of an expert trainer, and appreciate the ‘inner game’ of beliefs and values as they apply to designing and running a training programme. The course also covers six skills sets that are essential to facilitating dynamic and powerful training events.
People who are already capable of giving a formal presentation and who wish to develop their understanding of how to design and run training courses, workshops and seminars. Due to the fact that many of the exercises use the participant’s actual courses (or possible courses) as their base, the training is suitable for people involved in all types of training from sales, to management, to technical issues.
The course is based on applying design concepts to either a live training project, or a recently completed one. It is therefore important that participants bring with them information and data about a ‘real life’ workshop they are working on because this forms the basis of the case study material.
The phrase the ‘inner game’ is a term borrowed from sports psychology. It is a reference to the fact that what is going on inside a person’s head (their state of mind) is crucial to good performance. Here we consider the role perception and beliefs of people who are excellent at influencing others.
Looking at the concepts that underpin the training theory.
Having identified the need and ensured that the climate will be conducive to participants making use of the training once back at work, the next stage in the process is to design the course itself. This involves working through a ten step process as outlined below.
To ensure that the actual lectures on the course go smoothly the trainer should know their material to the point where they can deliver the lectures and exercises without the use of notes.
When a training course starts the trainer must control the flow of the session. He/she must make sure that the agenda for the module in question is kept to and that any particular individual does not dominate the discussions. The trainer must also ensure that ground is only covered once and that points are not repeated as a circular argument develops. On a personal level he/she must guide the discussion without becoming authoritarian or overbearing and must strike the balance between keeping strict control and allowing the delegates to develop the points of interest to them. The techniques involved in doing this include:
The learning state is a frame of mind in which people are open minded, curious, relaxed, humorous, playful and ready to learn new things. This can be created by:
If the participants are given clear and explicit guidance for each activity they are asked to do, they will (a) do it well and (b) consequently get the maximum amount of learning available to them from it.
The modus operandi, or ways of working, is about five key behaviours that the expert trainer will use during the course to make the training experience interesting and informative for the delegates. The techniques are:
As a training session proceeds the trainer must ensure that the focus stays on the topic under consideration and that the group does not digress on to another subject or personal observations. He/she must also take care that all those present have an opportunity to present their views, without the session developing into either personal argument, or self-aggrandisement. Some of the techniques for controlling training sessions to achieve these ends are:
Feedback is based upon peer review using a BMC assessment checklist. Completing the BMC assessment checklist is not only valuable to the people involved in a given case study, it also helps those completing them to gain an in-depth understanding of the building blocks that make up an outstanding trainer.
Further information on this course is available by contacting
Boulden Management Consultants:
via our Contact form
Tel: 0844 394 8877