More and more organisations are looking to bring training back in house – it’s potentially a major “money saver” when finance is tight and budgets are trimmed back. If this is a move your own organisation is considering, you’ll want to be sure your internal trainers have all the skills and confidence to do a great job!
This is the most frequent request of learners on Presentation Skills courses and Trainer Training courses – and on plenty of other interpersonal skills programmes as well. Sometimes people call it “presence” or “self assurance”. Basically, it’s “when I stand up in front of others, can you teach me how to feel and how to project confidence?”
A meeting is more like a racing yacht than a cruise ship. Every crew member has a critical part to play, and there are no passengers
Do you find yourself spending a lot of time in meetings? Do you want to make all your meetings tight, timely and cost effective? If the answer to either of these is ‘yes’, then follow the tips below!
1. Get together a useful agenda
- State the start and finish time of the meeting
- Write a sentence for each item stating the intended outcome of the discussion, e.g. Cost of Sales: following Nick’s presentation of the third quarter’s figures, we will agree plans and actions to reduce cost of sales by 5% in Q4
- Allocate and publish timeslot for each agenda item
- Avoid churning out a “standard” agenda, and ban “a.o.b.”
- Issue the agenda (if you are not the chair, ask for it) 3-5 days before the meeting, along with any other documents you want people to study in advance
An article from the Huffington Post (19th April 2013) suggests that “Feminine Values are the Operating Systems of the 21st century”. At MLR, this got us thinking – do men and women really have different management styles, or is this a myth?
In a review of the book “The Athena Doctrine: How Women (and the Men who Think Like Them) Will Rule the Future” (John Gerzema and Michael d’Antonio), the articles asks whether traditional macho approaches to management (dominant, strong arrogant, ambitious) are outdated, and no longer effective in the modern business world. In other words “The Apprentice” may be entertaining but would not be a realistic model for today’s young managers.
Whatever the content of the argument, the way it’s put across – the style – can be influential too. Try this mini quiz:-
How far is non-verbal communication a factor when we are influencing someone – or being influenced ourselves?
We know that when we are attempting to persuade, any messages transmitted non-verbally will override the verbal message in the event there is discrepancy between them.
So the boss who tells you the new system is simple to use, thoroughly tried and tested, and completely fool proof, will be persuasive if his body language is congruent or harmonious with what they say, but will be doubted if they appear incongruent. Body language is a hugely important factor in influence.
The major predictor of how well learning gets transferred into the workplace is the attitude of the learner’s boss” (T.T. Baldwin and J.K. Ford, Personnel Psychology)
However good the course, however effective the trainer, however keen the learner, if the boss is not ACTIVELY supporting both the learning and the transfer, then getting new skills applied in practice will be an uphill struggle.
So what can or should the line manager be doing – before, during, and after the course – to make the most of the training “spend”, and promote transfer of learning to the workplace, which is where it starts to pay back dividends?