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Training: Ideation to Execution

If you agree with the premise that a core objective of training is providing a catalyst for improvement – or “change for the better” then please read on.

Whilst evoking and measuring change when delivering skills-based instruction with associated competency type assessments is relatively easy, what about other types of training where you are striving to influence a broader audience and inspire organisational change?

This sort of training probably represents a significant part of your L&D budget, but is adequate consideration being given to taking the information provided and actually implementing it?

Whilst each training assignment needs to be considered independently, in many instances simply telling an audience what to do or why they should do it may not be enough.

Change is just not that easy and should be confronted whenever the opportunity presents itself. Bear in mind – the training is often commissioned because the client company has been unsuccessful in making the requisite changes in the first place!

Consequently, trainers with the support of the sponsor client have a duty to migrate audiences from ideation to execution.

Common strategies to do this include:

  1. acknowledging the difficulties with making sustainable change,
  2. articulating the associated risks, and
  3. imparting ideas or strategies on how to take your information and actually apply it for the betterment of themselves and/or their company.

 

Given courses only have a finite amount of time to deliver the content and meet course objectives, one idea I use is to carefully thread change messages in.

It is in this regard, that I share with you 8 of my favourite principles which I believe that if integrated, may positively influence your audiences in moving from theory to practice:

Principle 1
You cannot manage by results, so don’t measure change that way. Maintain a qualitative orientation to your progress metrics.

Principle 2
Don’t under-estimate the challenge – you are going to have to do the unreasonable.

Principle 3
Don’t be passive in the change process – an “average” response will almost guarantee failure.

Principle 4
Expect bumps along the way – there is no “3 knockdown rule” in business. Don’t panic or lose momentum.

Principle 5
Never accept a half-fix. The tolerance to half-fixes probably got you where you are today in the first place.

Principle 6
Don’t “try” – you have already done that too. The workplace cynics are waiting for you if that is all you have got.

Principle 7
Change through simplification before “adding a page”.

Principle 8
Beat “change fatigue” by maintaining a fun, positive and innovative orientation. Life is not meant to be boring and pessimism burns energy.

I incorporate these ideas into all my Mock Courts with a lot of audience buy-in. Maybe one or two of these resonate with you too. To find out more about our Mock Court Programs, please give us a call on  1800 85 86 98 or contact us via our website today.

Written by Bruce Whitehead

What Others Are Saying About Mock Court

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“From The Moment We Sat Down You Had Our Attention”

Today was absolutely awesome!! From the moment we sat down you had our attention. You didn’t use scare tactics but you were very honest with the possibility of what can ACTUALLY happen out in the field and also who is potentially responsible…

Rachel Bellino, Seymour Whyte Construction

“Overwhelming Positive Feedback”

Excellent delivery and well suited to the target audience… Overwhelming positive feedback. Better than I anticipated.

Brian Selmes, Snowy Hydro

“A Valuable Experience For All Levels In The Team”

Feedback has been overwhelmingly favourable and unanimous view is that it was a valuable experience for all levels in the team.

Mark Whybro, NSW Fire Brigade

“A Brilliant Demonstration Of How Things Can Escalate”

Thanks so much for the Mock Court Session this morning. It was a brilliant demonstration of how issues can end up escalating if they are not dealt with appropriately and we have already received some brilliant feedback.

Emma Lovesy, Colonial First State