“Smart companies value attitude and mindset over skillset. Once the thinking is right, everything else becomes easy.”
If we want to get better answers, we have to ask smarter questions.
Whether remedial or generative, change will be most impactful when it addresses all 3 levels. While level 1 and level 2 training can be quite passive in nature, learning at the 3rd level requires a higher level of involvient and interaction from the participants. For many, even this can be a significant mindshift.
People don’t change their attitude or mindset because we suggest that they should.
They will only change their mind when it makes sense to them to do so.
When I first meet a new group, why should they trust me? Why should they believe me if I tell them that they can change their experience by changing their outlook?
An attitudinal shift does not happen through a cohesive argument or compelling facts and figures. Level 3 change only happens through insightful discussion and honest self-reflection. Don’t underestimate how difficult this can be for some people, especially in the workplace.
The key to the success of the programme is the relationship that I create with the group.
This is why the Responsive Training Model is a longer term strategy rather than a quick fix. It takes time for a deep level of trust to develop and mature.
The most important thing that I bring to your company is not the hundreds of hours of training that I’ve undertaken or even the thousands of hours of experience that I’ve gained working with people.
The most valuable asset that I bring is that people trust me.
I can build the kind of relationships where they will allow me into their inner world and are willing to work with me as a partner.
At the beginning of the process, the person who has the most to learn is me.
It’s my job to understand the people in the group as individuals and to create a relationship of trust, respect and deep rapport. I need to know so much more than ‘what do they know and what can they do.’ I need to learn who they are and what makes them tick.
A typical program may deliver 6 days of training over a 6 month period. While we will always be moving towards agreed outcomes, it often works best if the actual agenda for the training is arranged between me and the group. This type of training could be described as personal-development and people usually engage more when they feel that they have input into and are part of the process.
Traditional training creates a mindset in the trainees of: “what can you teach me?”
Transformation happens when I capture the imagination and curiosity of the group and their mindset becomes: “what can you help me to learn?”
Within the agenda, each individual session will be designed using a ‘one page ahead’ model. This means that actual content of each training day will bespoke to this group based on what happened at the previous session.
The training itself is interactive. Lectures are kept to a minimum and much of the training happens by the delegates taking part in tasks and situations.
Much of the real value comes from the discussions that the exercises generate.
Some people benefit from having 1-2-1 support between training sessions. This can help to address personal challenges when applying what has been learned in the training room to the work environment. This may range from a 15 minute informal catch up call to a more formal coaching arrangement.
More workshop than training course, more coaching and guiding than teaching.
“Don’t cut the person to fit the cloth”
Their challenges and limitations, as well as their strengths, are unique.
So is your business.
To find out more about how I can help your people thrive, give me a call.