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!
MLR have recently appeared as voluntary guest speakers at a Motivational Development Day for the South East Region of the Networking Women in the Fire Service (NWFS)*. This was hosted at The Fire Fighters Charity in Littlehampton. The day consisted of four inspirational, highly practical and participative workshops, focusing on real-life application of motivational techniques in the work place.
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
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?
What does “Customer Service” mean? How is it different if you are not a hotel, a restaurant, a department store, or a travel agent, airline, or railway company?
We are all familiar with the term where we, as customers, expect (indeed we purchase!) services from these typical “service industries”. But do the principles of customer service apply just as much to other organisations, although perhaps less obviously? Specifically, are there customer service principles which apply in the emergency services, including of course the Fire & Rescue Service?
Below we take a look at the 4 principles of good customer service: