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Being a good trainer requires experience and skill. Experience comes from practice and skill from learning the theories, applying them, getting feedback and consciously improving. Some things that will help you improve are:
Think along the lines of the acronym A - I - D - A which stands for Attention - Interest - Desire - Action. Get attention by making a statement that is bold or give an example of what could happen if they don't do what it is you are about to suggest. For example, if you were about to deliver a road safety talk, you could start off by saying something like, '560 people died on Queensland Roads last year ... what's going to keep you from adding to that statistic?' You may then give them some 'Interesting' statistics about how many of those people were drivers who committed traffic offences. Desire is aroused when we want something - in this case, the solution to NOT becoming a statistic. Then, the Action part might relate to a commitment from them to put into effect what you have taught them. The best scenario I have found is to present a problem or predicament, state how the problem can be solved or the predicament can be avoided, present a preferred option and then ask for the action (buying, adopting etc depending on circumstances). When planning your session, think about how you can weave AIDA into: Explain, Demonstrate, Question, Practise, Review. It won't be appropriate to every session, but if it can be used, it's a sound option. And remember, if you have a large volume of content, you may need to break it (it's called chunking) into separate chunks each of which has an E-D-Q-P-R. Questioning is two-way. You need to question your participants to find out if they understand what you have delivered; they need an opportunity to clear up any doubts they have by questioning you. Your review can be a summary (which also includes Q) or it can be a review at the commencement of a later presentation about a continuing topic. When next you are about to prepare a 'chalk and talk' session or perhaps a 'show and tell', think about how you could make it a little more interesting and interactive by using AIDA and EDQPR strategies. You'll be pleasantly surprised at what good ideas you come up with. And it will show in your session evaluation. Copyright Robin Henry 2005 ForexEnterprise.com: Earn $1,000 Per Day. - The Multiple Streams of Income System - Start Making Money In Just 15 Minutes. Updated & Converting like Crazy! Asthma & Allergy Cure -Drug Free! - Never suffer again with this safe, proven, highly effective asthma & allergy treatment $24.86 + per sale High Conversion rate. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Six Sigma Training 101 – Better Management Basics By Dana Schorden What is Six Sigma?Six Sigma is a quality management program that is designed to achieve a “six sigma” level of quality for products. In the mid 1980s, Motorola pioneered Six Sigma and it has since been adopted by many other companies and manufacturers. Service companies also implement Six Sigma strategies to improve customer service and relations. The idea behind Six Sigma is that failures in quality and customer satisfaction occur after the sixth sigma of likelihood in a normal distribution c… 2. The 6 Steps to Six Sigma By Michael Nelson Step 1Get the proper level of Six Sigma expertise at the executive level of the company. If the top leaders don’t understand the advanced six sigma principles, the company has no shot to attain total quality. This will probably require a hefty budget, entailing the hiring of several high-priced consultants for long periods of time. The consultants need to observe and gather data about the companies operations, and show the executives how to interpret the data.Step 2Get the staff involved. The … 3. In Leadership, The Critical Convergence Drives Great Results By Brent Filson The Leader's Fallacy lives! We subscribe to the Fallacy when we believe our enthusiasm over a particular leadership challenge is automatically reciprocated by the people we lead.If ignorance is bliss then leaders going around blithely adhering to the Leader's Fallacy have cornered the market on happiness.The truth is, it's more realistic to believe in INVERSE RECIPROCITY: i.e., whatever motivates you, "DE-motivates" the people.That's especially so for leaders who are trying to motivate people … 4. The Role of the Machine Metaphor in Mixed-initiative Organizational Leadership By Jidé Odubiyi “Can This Marriage be Saved?” So reads the title of the cover story in the August 15, 2005 issue of BusinessWeek (www.businessweek.com). The article describes the seven-year (1998-2005) story of the merger of Daimler and Chrysler Corporation. As of this writing, the board of the merged companies decided to terminate the reign of the current chairman, Jürgen Schrempp. At the end of this year he will be replaced with Dieter Zetsche, the current head of the company’s operations in North America. … |
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