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7 Deadly Innovation Mistakes Trainers Make Are you and your training colleagues truly open to innovation? Many trainers would strongly, even persuasively, say that their organizations are not only innovative, but aggressively open to innovation. Yet their actions often betray the truth - few companies are truly nnovative. Over the years, I've discovered 7 Deadly Innovation Mistakes trainers make which keep them from being NOV8ive. |
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Create Self-Sustaining Performance Groups Daniel DiGriz Self-sustaining performance groups extend and maximize the efforts of trainers, coaches, and managers by observing a fundamental principle of adult learning ? adult learners learn best from each other. These groups are formed, initially, in training environments. They are capable of:
- Self-communication
- Self-management
- Self-coaching
- Self-education
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Debriefing Paughnee Moore Internationally recognized training and performance technology consultant Sivasailam (Thiagi) Thiagarajan says that "People don't learn from experience; they learn from reflecting on their experience." That is why it is so important to take time to debrief learners after every experiential activity. In the February 2004 issue of his Play for Performance newsletter, Thiagi outlines a six-phase model for structuring debriefing questions. |
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Integrity and Influence Paughnee Moore We, in the training profession, are in the business of influencing other people. Whether you are training a class of twelve new-hires, coaching a new manager through his first performance appraisal, modeling safe work behaviors, or observing sales skills, you are working to influence the behavior of others. One of the key ingredients for successfully influencing others is integrity. |
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Questions for Success
Paughnee Moore
"You can tell a man is clever by his answers. You can tell a man is wise by his questions."
-- Naguib Mahfouz (1911- ) Egyptian novelist, Nobel Prize Laureate Questions can be powerful tools in training. Asking the right questions can also help you as a leader. Doug Sundheim over at Fast Company suggests that we try this exercise: |
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