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Developing  Managing A Training Team
 

Developing Managing A Training Team

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Used as part of the "Managing Training" Series for ASTD-Cascadia Chapter.

Used as part of the "Managing Training" Series for ASTD-Cascadia Chapter.

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    Developing  Managing A Training Team Developing Managing A Training Team Presentation Transcript

    • Welcome! Developing & Managing a Training Team Your Facilitator – Shari Ward
    • My Ideal Leader Respectful Empathetic Active Listener Removes Barriers Champion Observant Kind Wayne Young Advocate
    • Learning Objectives
      • Identify effective leadership characteristics.
      • Complete a competency assessment for a staff position.
      • Identify the six-step process for building a team culture.
    • Learning Objectives (cont.)
      • List the criteria for giving feedback.
      • Identify the different types of questions and under what circumstances they are most effectively used.
    • Leading versus Managing
      • “ Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
      • ~~ Stephen R. Covey
    • Effective Leadership
      • What characteristics made _____________________ effective?
      • Think of the least effective leader you’ve worked for; what was the situation and how long did you remain in it?
    • Effective Leadership (cont.)
      • What characteristics caused that person to be ineffective?
      • Now, list five additional characteristics of an effective leader.
    • Interviewing
      • Three questions you need to ask yourself:
      • What will make this candidate a good fit for the job?
      • What is the evidence that this candidate is a good fit for the job?
      • What is the evidence that this candidate is not a good fit for the job?
    • Build Your Team
      • Competency Assessment Worksheet
      • Job Description
      • Resume
    • Exercise
      • Focus on one measurable skill from the job description.
      • Identify key responsibilities and requirements.
      • Discover evidence of strengths and weaknesses.
      • Craft competency-based questions.
    • One-Person Department?
      • How do you accomplish more with less?
    • Team Culture: Six-Step Process What do we want to look like as a team in the future? Write a team vision statement. Why do we exist as a team? Define team’s purpose. Critical Question Step
    • Team Culture: Six-Step Process What strategies and tactics will be implemented to reach our goals and objectives? Identify strategies and tactics. What goals and objectives do we need in place to reach our vision? Define the goals and objectives. Critical Question Step
    • Team Culture: Six-Step Process What will guide our development and behavior in this work environment? Set standards, norms, and expectations. What roles and responsibilities and what support systems are needed for us to function successfully as a team? Delineate team roles and responsibilities. Critical Question Step
    • Tuckman Model (cont.) adjourning
    • Motivation
      • Establish the environment.
      • Ask the right questions.
      • Brainstorm ideas!
    • Exercise
      • Work in your group to brainstorm ideas that are:
      • No cost
      • Low cost
      • High cost
    • Coach Your Team
      • “ Feedback is the breakfast of champions.”
      • ~~ Ken Blanchard
    • Coach Your Team (cont.)
      • Effective Goals:
      • Measurable
      • Challenging yet achievable
      • Clearly stated behavior
    • Coach Your Team (cont.)
      • It doesn’t take a lot of time:
      • Can you spare a minute?
    • Giving Feedback
      • Build the emotional bank account:
      • Building productive relationships
      • Catch people doing things right
      • Give feedback with care
      • Handle differences productively
      • Celebrate success
    • Exercise
      • Rewrite the feedback statements to be:
      • Specific, descriptive of behavior
      • Based on objective criteria
      • Timely
      • Based on facts, observations
    • The Fine Art of Questioning
      • Open-ended
      • Closed
      • Leading
      • Limited Choice
      • Linking
      • Probing
      • Reminder
    • Exercise
      • Write your scenario statements.
      • Choose one scenario to practice.
      • One person receives the feedback and one person observes the interaction.
      • The receiver and observer will provide feedback on how the message was perceived.
      • Switch roles until all three have practiced.
    • Coaching Plan
      • Working One-on-One
      • Orchestrating Learning Opportunities
      • Enhancing Self-Reliance
      • Recommended Resources
      • Overcoming Obstacles
    • Insight and Action
      • Identify three insights gained from our session.
      • Contract with yourself for three actions.
      • Willing to share?
    • Bibliography
      • Referenced in materials
      • Suggested readings
      • Love to hear your favorites!
    • Thank You! I would love to hear about your successes and challenges