Ensuring A Successful Motivational Training Session

Motivation and Training

Managers Do You Have To Run A Motivational Training Session?

10 steps to ensure success!

All managers are not trainers.

In fact, many have had no training in how to run a training session.

动机训练

然而，每个阶段的每个经理都需要与他/她的团队进行励志培训课程。

Bob Selden, who has been a manager and trainer for many years, sets out 10 simple points to help managers make their training sessions motivational.

诱导技能

所以，你是经理。

So, you know you have to run a training session or a team meeting for your team (for the first time) that needs to be motivational and you're not a professional trainer.

So what!

With a good plan and a well-structured session, training can be enjoyable and most of all rewarding for both you and your team.

10 Train the Trainer Tips

1.涉及人们

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:

假设我们刚刚获得了一个非常成功的一年，我们收到了一堆反馈，这提出了向客户提供的服务于过去12个月的一流：

我们做了什么来获得如此巨大的成功？

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!

2. Agree on Rules

Agree on ground rules for the session if it is to be a discussion session, discuss and agree on the role of the facilitator (you).

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?

让人们快速蹦蹦跳跳，然后抽出你认为在会议期间，促进者的角色和参与者在会议期间将是最重要的两件事。

鉴于每个人，在人们下车时，鉴于每个人，将这两个删除，提醒他们的地面规则。

3.鼓励讨论

Involve people in the discussion very early in the session.

避免长期介绍，只是简要介绍，然后直接进入地面规则。

4. Pairs and Groups

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.使用问题

Use questions to stimulate discussion.

您应该提前准备这些。

I always suggest that you prepare 15 questions that you could ask.

为什么？没有科学或研究的第15号，只是我通过经验知道，不仅有一些很好的问题来询问，而且在这个过程中，你可能还会发展你可能被问到的任何问题的答案！

6. Involve Quieter Members

To involve all participants pose questions to the quieter members to provide answers from their pre-work or from the 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.常见概述

Paraphrase and summarise the group's progress often.

This is important to keep the session on track.

列出在整个会议中逐步列出翻转纸张上的商定点。

8. Use Flipcharts

在翻边纸上有团队记录他们的活动/讨论，并在房间周围发布，这提供了焦点;一种总结的方式;迹象发生在发生。

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. Use Participants to Lead Tasks

As much as possible, give the group the responsibility for running the session.

设定议程，然后给人们开展角色，活动/练习完成。

For example, appoint different people as leaders of their small group discussions with the responsibility of feeding back to the main group.

定期旋转这些领导力角色，以便每个人都参与其中。

10. Set Action Plans

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.

在会议结束后，确保将其写入并分发给团队成员。

日记跟进商定的行动。

Final Point

最后（我说有10分吗？），作为一个辅导员工作，而不是老板！

Encourage open, positive, critical discussion.

如果要使这一激励会话，接受所有视图尤为重要。

You don't have to agree with them, but you do have to accept them for discussion.

避免使用诸如但是的单词来放置柜台参数，而是请询问

“这可能在练习中如何工作？”

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!

This article was contributed by Bob Selden