A set of guidance notes and session plans to help a facilitator lead a training workshop for practitioners on Engaging Key Actors.
All materials required for the workshop are linked to from within the guide.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Basic selling skills is necessary of people in all walks of life. Our sales training program focuses on effective selling skills. Salesmanship is a skill that can be developed through the learning of good selling techniques.
Getting more done with others over whom you have no control may be the most important skill to develop.
The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team.
Accomplish each step in dialog among team members.
The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Basic selling skills is necessary of people in all walks of life. Our sales training program focuses on effective selling skills. Salesmanship is a skill that can be developed through the learning of good selling techniques.
Getting more done with others over whom you have no control may be the most important skill to develop.
The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team.
Accomplish each step in dialog among team members.
The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.
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Effective selling skills - the module can be used to coach sales teams on different selling techniques. It covers fundamental principles of sales, various techniques applicable across industries.
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
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This fast-paced seminar teaches a six-step process for handling resistance to ensure that drawbacks and misunderstandings become “stepping stones” to the close.
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The presentation was brought to you by Intentional Insights, a nonprofit that empowers people to reach their goals using science-based strategies to help build an altruistic and flourishing world (www.intentionalinsights.org).
Sign up for our newsletter here: http://intentionalinsights.org/newsletter
As a trainer or presenter we come across different types of audiences. This presentation will help you identify different participant types and how to handle them.
Facilitation Training Materials - Facilitator GuidePMSD Roadmap
A set of guidance notes and session plans to help a facilitator lead a training workshop for practitioners on Facilitation Skills and Attitudes. This module should be taught before practitioners are trained in how to facilitate workshops – i.e. before steps 4 to 8 of the Roadmap are covered.
All materials required for the workshop are linked to from within the guide.
Appreciative Inquiry For Strategic Planning Avi Z Liran
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Knowing what facilitation is not enough. Trying it and developing special skills of facilitation are the key to effective communication. Without practice there is no perfection. This presentation is expected to help in ups killing your presentation ability. Your success depends on to what extent you take it to exercise what you learn.
Effective selling skills - the module can be used to coach sales teams on different selling techniques. It covers fundamental principles of sales, various techniques applicable across industries.
Maximizing Business Success Through Organizational AgilityNick Born
Agile organizations look across the multiple dimensions of organization structure, processes, talent, leadership, and culture and embed flexibility in each. Through a system of HR practices and an integrated foundation of management practices, agile organizations are able to consistently respond to environmental trends and disruptions, move closer to the speed of ideas, and seize market opportunities. These collective capabilities drive sustained organizational performance. In this study, CAHRS Research Assistants Nicholas Born, Kasey Kovack and Matt Olson discuss the results of their research on organizational and HR agility. They share specific examples as they relate to:
• Key catalysts for organizational agility
• Obstacles to agility and knowledge sharing
• HR’s role in driving the right people outcomes to support the organizational culture, human capital, and knowledge exchange opportunities that support organizational agility
• What specific talent management and HR practices drive organizational agility
• Opportunities to assess impact of organizational agility
Handling Resistance: The Sale Begins When the Customer Says NoBob Hafer
When a customer raises objections they are providing salespeople with useful although negative information about the purchase. Objections generally fall into two categories: misunderstandings and drawbacks. The misunderstandings and drawbacks salespeople encounter become “stumbling blocks” or “stepping stones” depending on how they are handled.
This fast-paced seminar teaches a six-step process for handling resistance to ensure that drawbacks and misunderstandings become “stepping stones” to the close.
Finding Purpose and Meaning: Intentional Living Workshop Gleb Tsipursky
Looking for a credible, science-based way to find a personal sense of meaning and purpose in life? Here are the slides from a videotaped workshop (video here: http://bit.ly/1xAW7n4), which combines academic research and stories from people’s everyday lives with exercises to help you discover your own sense of life purpose and meaning.
The presentation was brought to you by Intentional Insights, a nonprofit that empowers people to reach their goals using science-based strategies to help build an altruistic and flourishing world (www.intentionalinsights.org).
Sign up for our newsletter here: http://intentionalinsights.org/newsletter
As a trainer or presenter we come across different types of audiences. This presentation will help you identify different participant types and how to handle them.
Facilitation Training Materials - Facilitator GuidePMSD Roadmap
A set of guidance notes and session plans to help a facilitator lead a training workshop for practitioners on Facilitation Skills and Attitudes. This module should be taught before practitioners are trained in how to facilitate workshops – i.e. before steps 4 to 8 of the Roadmap are covered.
All materials required for the workshop are linked to from within the guide.
Step 4 Training Materials - Facilitator GuidePMSD Roadmap
A set of guidance notes and session plans to help a facilitator lead a training workshop for practitioners on Empowering Marginalised Actors.
All materials required for the workshop are linked to from within the guide.
This booklet covers Step 1 Capturing Information of the five-step documentation process (Step 1 – Capturing Information, Step 2 – Structuring Information, Step 3 – Presenting Information, Step 4 –Communicating Information, Step 5 – Storing and Maintaining Information). This booklet provides some basic tips, techniques, approaches and exercises for understanding and practicing how to capture information effectively.
February 13 | Facilitation for adaptation policy makersNAP Global Network
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TOPIC 6 NEGOTIATIONNegotiation is a highly important personal a.docxherthaweston
TOPIC 6: NEGOTIATION
Negotiation is a highly important personal and professional skill which presents itself with numerous challenges. Understanding how to successfully negotiate with a variety of persons is important for effective communication across a variety of contexts. Complete both part one and part two of this assignment.
Part One: Role Play
Directions
: choose ONE of the scenarios from the attached "Negotiation Scenarios" document, or an alternative scenario approved by your instructor.
To successfully do your negotiation, follow the Seven Elements of Principled Negotiation found in the textbook and use those during your selected "Negotiation Scenario." For this assignment, you will serve as the initiating party of the negotiation. The objective is to gain a better understanding of the negotiation process and how each step functions.
You will need to solicit the help of one person. This person will take on the role of the adversarial party in your selected scenario.
One Volunteer
Please solicit the help of one volunteer, this can be a friend, family member, or classmate. This volunteer will help you role play the negotiation scenario. Share your selected scenario with the volunteer and inform them that there is no verbatim script, so they are encouraged to behave the way they feel the participant would in a real negotiation. Encourage your volunteer to approach this in a serious and realistic fashion when advocating for their assigned position. The provided scenarios should require about 20 minutes of your volunteers time in order to properly address the negotiation.
*To help orient your instructor, state the role you took and the goals you set out with in your essay. Additionally, include the name of your volunteer in your essay.
Part Two: Essay
After conducting the negotiation, write a 1,250-1,750-word paper that discusses your experience and cites at least four credible and authoritative references. In your paper, analyze and reflect on your experience negotiating using the Seven Principles of Negotiation. Consider the following prompts:
1. Were you able to focus on the relationship or did it become competitive?
2. What elements of communication were you able to attend to and which did you struggle the most with?
3. Did you remain on the interest or did it get personal?
4. What options did you generate for the outcome?
5. What were your solution criteria?
6. Did you achieve your desired outcome or use the BATNA?
7. Was the commitment fair and realistic? How so?
8. How might this negotiation have been different if it were real and not a role play?
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Prepare this assignment according to the guidelines found in the APA Style Guide.
You are required to submit this assignment to LopesWrite
All B.A. in Communication majors should save the final version of thi.
Step 8 Training Materials - Facilitator GuidePMSD Roadmap
A set of guidance notes and session plans to help a facilitator lead a training workshop for practitioners on Facilitating Change.
All materials required for the workshop are linked to from within the guide.
Mark Edwards, Leadership and Strategy Programme Director at London Business School, considers ways of improving the stickiness of learning by examining a range of aspects, from the desire to learn to the ways the learned lessons can be applied.
Mark will be hosting a webinar, on 7 October, in which he will explain how you can embed effective learning and understand employees’ motivations. Sign-up: http://www.changeboard.com/events/exclusive-changeboard-webinar-the-stickiness-of-learning-how-to-ensure-your-learning-strategy-makes-an-impact
10 Interactive Ideas to Improve Your Company MeetingsSlido
In this guide, you will find 10 inspiring ideas for how Slido can help you run more engaging all-hands meetings, accelerate learning at your training sessions and involve your remote teams in the conversation.
Learn more about Slido at https://www.slido.com
For more inspiration on running effective meetings, go to https://blog.sli.do/
Entrepreneurship.Bootstrapping Startup. Lifestyle of an Entrepreneur. Roleplay & Activity-based learning about communication in a startup, learning, growth, success, failures, team building, leadership etc.
Step10: Communicating Evidence for Impact at Scale explains how to create the conditions for market actors involved in the PMSD process to promote change throughout the whole market system.
The step provides recommendations for facilitators to unlock and unleash market systems’ potential to disseminate new information, practices and technologies to large numbers of people.
Step 4: Empowering Marginalised Actors provides guidance on how to build the skills of actors who start from a point of marginalisation so that they can engage proactively with more powerful and market savvy actors.
Step 6 Training Materials - Facilitator GuidePMSD Roadmap
A set of guidance notes and session plans to help a facilitator lead a training workshop for practitioners on Participatory Market Mapping.
All materials required for the workshop are linked to from within the guide.
A set of slides that can be used alongside the Facilitator Guide to train practitioners in participatory market mapping.
The Facilitator Guide can be found at http://www.slideshare.net/pmsd-map/step6training-guide.
Step 8 Training Materials - Key Principles and Tips on SubsidiesPMSD Roadmap
A handout that should be used with the step 8 training materials, which can be found at http://www.slideshare.net/pmsd-map/step8training-guide
The handout should be used in the Smart subsidies session.
Print one copy per participant.
Step 8 Training Materials - Examples of Smart SubsidiesPMSD Roadmap
A handout that should be used with the step 8 training materials, which can be found at http://www.slideshare.net/pmsd-map/step8training-guide
The handout should be used in the Smart subsidies session.
Print one copy per participant.
Step 8 Training Materials - Facilitating effective forums handoutPMSD Roadmap
A handout that should be used with the step 8 training materials, which can be found at http://www.slideshare.net/pmsd-map/step8training-guide
The handout should be used in the Multi-Actor Forums and Market Opportunity Groups session.
Print one copy per participant.
Step 8 Training Materials - Market Opportunity Groups HandoutPMSD Roadmap
A handout that should be used with the step 8 training materials, which can be found at http://www.slideshare.net/pmsd-map/step8training-guide
The handout should be used in the Multi-Actor Forums and Market Opportunity Groups session.
Print one copy per participant.
Step 8 Training Materials - Multi Actor Forum handoutPMSD Roadmap
A handout that should be used with the step 8 training materials, which can be found at http://www.slideshare.net/pmsd-map/step8training-guide
The handout should be used in the Multi-Actor Forums and Market Opportunity Groups session.
Print one copy per participant.
A set of slides that can be used alongside the Facilitator Guide to train practitioners in facilitating change.
The Facilitator Guide can be found at http://www.slideshare.net/pmsd-map/step8training-guide.
In Step 5: Engaging Key Actors you will find guidance about how to develop and implement a strategy of engagement to convince market actors to join the process of participatory market system development.
This step helps you to really understand the actors that you want to engage, devise ‘hooks’ based on their incentives to attract them, and find ways to keep them interested even when things are not going to plan.
Last updated: 19/09/12
Step 7 Training Materials - Facilitator GuidePMSD Roadmap
A set of guidance notes and session plans to help a facilitator lead a training workshop for practitioners on Participatory Planning.
All materials required for the workshop are linked to from within the guide.
Step 7 Training Materials - Action Record ChartPMSD Roadmap
A chart to be used with the Step 7 training materials, which can be found here: http://www.slideshare.net/pmsd-map/step7training-guide.
The signs should be used for the Participatory Planning Demonstration session. Copy 7 versions onto flipchart paper.
A guide to take you through how to use the training materials for the PMSD Roadmap.
Includes a collection of all of the Top Facilitation Tips used in the training materials, which can be used to provide guidance when running the training sessions, and also as tips for the participants themselves.
Tips created by Lindsay Berresford.
Last updated 21/06/12
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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• Four (4) workplace discipline methods you should consider
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
1. Facilitator guide
MODULE 5: ENGAGING KEY ACTORS
Purpose: Participants know how to engage key actors in the PMSD process, by initiating
relationships, identifying ‘hooks’ and communicating effectively.
Learning objectives:
On completing this module participants should be able to:
Understand what we mean by the term ‘hook’
Learn how to build relationships with market actors
Use effective listening and questioning of key actors to uncover their interests and
motivations
Use event organisation and invitations to engage key actors
Key messages to convey through this module:
Establish relationships with the actors: this is going to make the most difference to
whether they are receptive to your communication
Almost anything can be a hook or a detractor: so think carefully about what is
communicated, how and by whom
Materials:
5.1 Engaging Key Actors – slides
5.2 Trust Equation elements
5.2a Trust Equation Handout
5.3a Know your actors template with questions
5.3b Know your actors role card
5.4 Prepare your invitation info sheet
Flipchart and markers
Blue tack
Blank A4 sheets of paper
Session title Time
Introduction 20 mins
Building relationships – the trust equation 40 mins
Know your actors – listening to uncover ‘hooks’ 70 mins
Preparing an invitation 30 mins
Total 2 hrs 40 mins
2. TRAINING MATERIALS: MODULE 5
Session title: Introduction
Time: 20 mins
Materials:
Slides 1-3
Objective:
describe what we mean by a ‘hook’
define key terms relevant to this module
Process:
Ask:
Why did you come to this training session today? [go round the room and hear
from each person, write key words on the flipchart, and encourage them to be
really specific about what is in it for them]
The reasons you just gave such as [paraphrase or repeat back what they have
said], are the ‘hooks’ that ensured that you chose to be here rather than
prioritising something else today.
How did the invitation communicate that hook to you? [you may need to probe
- for example who sent the invitation, what was the style, content, agenda etc
of the invitation]
How do you think this discussion relates to the topic ‘Engaging Key Actors’?
So this is what we are here to talk about in this module
1. How do you understand the hooks or reasons for key market actors to
engage in the PMSD process
2. Finding effective ways to communicate them
Present:
Let’s review some of the key elements of this module and see what you have
already learned which will be relevant
[slide 2] [Discuss these definitions using the notes as a guide]
Now let’s go through the agenda for this module… [slide 3]
Notes:
The reasons to participate in the training session could be very diverse, and
may include things like ‘I am in the middle of a market development project
and am looking for practical tips’ / ‘My manager suggested I attend’ / ‘I want
to progress my career’ / ‘it sounded like fun!’
This discussion will only work if there has been some element of free will
involved in them attending the training! Otherwise, you can use the following
alternative discussion question…
Alternative discussion: ‘Why did you attend the last party/social
event/conference that you went to?’ ‘How did the organiser communicate that
hook to you?’
2
Beta Version 1 – Jun 2012
3. TRAINING MATERIALS: MODULE 5
Slide notes:
Market Actor - Note that the word market actor can mean an individual, an
organisation, a network, a group or a company, who plays a role within a particular
market system. A number of different individuals work within these organisations,
and you must pay special attention to identify specific individuals you will want to
reach out to for strategic reasons. So remember: an actor means a market actor,
sometimes an organisation of some kind; and an individual means a particular
person within that organisation. Note however that, in some situations, a single
individual can also be a market actor (e.g. an individual producer or trader).
Key Actor - Those which are essential to engage in the process of participatory
market systems development if it is to achieve its objectives.
Key individual – It Is important to think about who to target within the market
actors (e.g. institutions or organisations) you are trying to bring to the table. You
need to aim for someone who is: (i) likely to listen, (ii) has some power to
mobilise their organisation. It is also desirable to hook people who have a
tendency to make forward thinking decisions in the organisation.
Engage – In the PMSD process, engagement is about much more than just
consultation or informing people of what we’re doing. It is the market actors who
take the lead. Therefore engagement means that they are fully brought into the
process, they see what’s in it for them and they take forward the actions they have
committed to. Specifically, it means taking part in the Participatory Market
Mapping Workshops, defining an action plan, possibly taking part in an Interest
Forum and taking forward actions independently of the NGO’s involvement.
3
Beta Version 1 – Jun 2012
4. TRAINING MATERIALS: MODULE 5
Session title: Building relationships – the trust equation
Time: 40 mins
Materials:
5.2 Trust Equation elements ( 1 copy, printed or copied on to post-its)
5.2a Trust Equation Handout (1 per participant, printed on small cards if
possible)
Slide 4
Objective:
Participants can describe the trust equation and how it can be used to
build relationships with and between market actors
Process:
Present - 5 minutes:
Building relationships with and between market actors is essential to a
successful PMSD process. Trust is the foundation of a good relationship.
If market actors don’t trust you, they won’t engage with the process.
Therefore, we will spend some time looking at how to build trust, using the
‘trust equation’.
Activity:
Step 1 - 20 mins
[Split the participants into 4 groups]
[Give groups a mixed up set of words and symbols that they must piece
together to form the equation]
You will have 10 minutes to put the equation together in the way that you
think makes sense
[When groups have finished, facilitate a discussion around any differences
between what different groups have done, or any disagreements within groups]
[Show the correct answer on slide 4]
Step 2 - 10 mins
Define ‘credibility’ – what do you think it means?
What things can you do to increase your credibility with market actors?
What things might you do that would decrease your credibility?
[Repeat questions for each component of the equation. See Slide Notes below
for definitions if they get stuck]
How could this same equation be applied to building trust between actors as
well as between the facilitator and the actors?
Give participants the Trust Equation Handout
Notes:
Be aware of any participants who seem to be struggling with the mathematics
4
Beta Version 1 – Jun 2012
5. TRAINING MATERIALS: MODULE 5
of the equation – point out that if you increase anything above the line it will
increase the trust levels, while if you increase anything below the line it will
decrease the trust levels
People may struggle with some of the terminology – this is fine as it
encourages debate and discussion. However, if you see that the participants
are getting stuck you may wish to explain that:
- ‘Self-orientation’ is defined as being ‘overly concerned with one's own
desires, needs, or interests, above those of others’
- ‘Intimacy’ should really say ‘appropriate intimacy’ as it refers to culturally
suitable ways to build rapport through sharing personal as well as business
information with each other. For example, in Kenya it is appropriate to ask
how the other person is, how their family is and discuss the weather before
getting on to the point of your conversation. However, it is worth
highlighting that if intimacy is culturally inappropriate or ‘too much too
soon’, this can backfire.
Examples of things people could highlight under the four categories, to increase
or decrease that quality, and the market actors’ perception of it:
Credibility
Talking about track record of previous projects and evidence of the positive
impact they have had on businesses, but also talking about own mistakes and
lessons learned; sharing challenges faced and how the person overcame them;
talking from own experience; participating in business events; honesty and
realism
Only talking about beneficiaries; avoiding speaking to business people;
avoiding evidence or real-life examples; having airy fairy or unsubstantiated
ideas
Reliability
Managing expectations of what the project will do; clear agendas for meetings;
following up on promises; being on time (culturally specific)
Unfocused meetings; no apparent movement or progress
Intimacy
Making an emotional connection; understanding how they feel about their
business; being willing to offer thoughts and advice about their business
outside of the remit of the project; informal meetings e.g. over lunch (as
appropriate)
Only ever meeting formally and to discuss “the technical stuff”; avoiding
difficult questions or difficult messages of a personal nature
Self-orientation
[ie. contributes to low self-orientation] listening and asking questions;
genuinely caring about the actors’ success
[ie. contributes to high self-orientation] being distracted; jumping in too
quickly with solutions that disregard others’ interests
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Slide Notes:
The trusted adviser – a well-respected book which helps professionals to build
trust with clients but is also applicable in this situation as market facilitators want
to gain the trust of market actors.
Credibility = your expertise as well as the way you present yourself (words)
Reliability = the link between what you say and what you do, consistency (actions)
Intimacy = developing a personal relationship, understanding their values
(emotions)
Self-orientation = degree to which you are self-focused rather than focused on
them, (motives) – high self-orientation dramatically decreases trust
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Session title: Know your actors – listening to uncover ‘hooks’
Time: 70 mins
Materials:
5.3a Know your actors template with questions – two copies
5.3b Know your actors role card – one copy
Slide 5
Objective:
Using listening and questions to uncover interests and motivations of key
actors
Process:
Present – 5 mins:
There are a number of ways to uncover important information about key market
actors; one of the best ways to understand their interests and motivations is by
listening and asking questions. This process also builds trust. The following slide
raises some important questions to ask on how to get to know our actors.
[slide 5]
Activity:
We’re going to do a short role-play to practice asking questions to uncover some
information in relation to questions 1 and 2 on the slide. The scenario will involve
the first contact the market facilitators will make to a particular market actor.
It is the objective of the market facilitators to build trust and find out enough
information in order to hook the actors into the next stage of the process..
Step 1 – 15 mins
You will all be looking at the Cattle market system, but you will continue to
work in the same 4 groups. Two of the groups will play market facilitators
while the other two groups will play market actors:
1. Market actors – a chicken feed manufacturer interested in moving into
cattle feed
2. Market facilitators – who will contact the chicken feed manufacturer
3. Market actors – the Department of Livestock
4. Market facilitators – who will contact the Department of Livestock
[give the ‘know your actors template’ to the market facilitators (groups 2 and
4), and the correct ‘know your actors role card’ to the corresponding market
actors (groups 1 and 3)]
Groups will have 10 minutes to prepare their roles/approach
The Market Actors (groups 1 and 3) should consider their role card and may
expand or add to the information therein
Market Facilitators (groups 2 and 4) should consider how to approach the
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conversation in order uncover useful information about the market actor while
building trust. Considering possible answers to the template may help to
prepare this approach
Step 2 – 30 mins
[Get participants to act out the role plays – start with the feed manufacturer
i.e. groups 1 and 2]
[Have the groups sit facing away from each other so they don’t have the
advantage of reading body language.] (Remember that this is a phone
conversation)
Market facilitators, you will ‘call’ the market actor and role-play your telephone
conversation. The rest of you will observe this conversation.
[“pause” them after a couple of minutes]
- To the facilitators – How is it going? Are you building trust?
- To the market actors – how is it going on your side? Do you trust them?
Are you engaged?
- To the observers – any observations or tips you would like to give the
facilitators?
Continue the conversation
[after a few more minutes “pause” them again]
- To the facilitators - How is it going? How much information have you
uncovered?
- To the market actors - How does it feel to you? What is working well and
less well for you?
- To the observers - What do you think the facilitator should say or do
next? Why?
[Continue pausing and reviewing the conversation whenever you see elements
that could promote a good discussion in the group. Ensure you leave enough
time in between for the conversation to flow naturally.]
[as the conversation progresses, ask the facilitators:]
- Are you starting to get a picture of their interests and motivations? What
kind of realistic hook are you now identifying?
- If you think you have found a genuine reason for them to want to invest
further time and resources in the process, test it out with them and see
what response you get.
Repeat with the Department of Livestock – groups 3 & 4
Debrief – 10 mins:
[get participants into 4 new groups to discuss the following questions in
relation to both of the role plays]:
- To what extent was trust built?
- How much new information was uncovered? Was it enough to ‘hook’
them into the process?
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- What did the facilitators do that helped to build trust and uncover
information?
- What did the facilitators do that detracted from their ability to build
trust and uncover information?
Plenary – 10 mins
Get the groups to share their answers to the last two questions
Notes:
You will need to be very flexible when facilitating this exercise, and use your
judgement to decide when to “pause” the role-play and when to let it
continue. In principle: if you see interesting issues emerging, pause the
groups; however do not exaggerate. Allow the groups to achieve some flow and
momentum.
Some of the things you may like to highlight in this exercise are:
- Encourage participants to set a specific objective for the phone call,
whether it is getting them to attend a participatory market mapping
workshop or just to agree to a face to face meeting to discuss further
- The number of times the facilitator mentions their own organisation/project
vs the business of the market actor
- Do they remember to introduce themself?
- Do they establish their credibility?
- Do they use…
active listening – that is, leaving enough time for others to speak,
listening and digesting what they say (rather than simply thinking about
the next thing you are going to say)
open questions – questions which allow the actors to bring up the
issues which are most important to them, for example ‘What are the
major challenges your business faces?’ or ‘Where would you like your
business to go in the next couple of years?’ rather than questions which
have only a yes or no answer, such as ‘Is quality an issue for you?’
probing questions – which allow you to gain a deeper understanding of
something they have said, for example ‘You have said you want to grow
by 50% in the next 5 years; what will you need to do in order to achieve
that?’
summarising and reflecting back to check understanding – for example
‘I understand from what you’ve said that there is a market for your
product and even unmet demand, but you can’t get hold of enough of
the raw materials you need to produce it. Is that correct?’
Slide Notes:
Interests (short-, medium- and long-term): Interests are the things that market
actors want to achieve. In the case of a government department or a company this
might be articulated as an objective. With other actors, interests are much more
informal and are often never written down or vocalised.
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It is important to think about interests within different time-frames: short – approx
3-6 months, medium – 6 months-2 years, long – 2-5 years. The reasons for this
are two-fold: first, an actors’ immediate, medium and long term interests will be
very different, and they will place different levels of importance on these. Second,
the PMSD approach tends to be better at tackling medium to long term interests,
and so care needs to be taken regarding how to communicate these benefits.
Motivations (to engage and not to engage): Motivations are the push and pull
factors that determine whether a market actor takes a particular strategy to
achieve its interests. These are often informal or implicit. While you might be able
to find the objectives of a company on their website and this will tell you about
their interests, understanding their motivations will require more detective work
and reflection.
For example, you may communicate to a private company that your activity
is about building supply chain linkages. However if the company is really
squeezed on staff and NGOs have a history of organising meetings that come to
nothing, the company has strong motivations not to send anyone, or send
someone who has no decision-making power, despite the alignment of your
message with the company’s objectives.
Influential actors (positive and negative): Other market actors who influence the
actor that you are analysing. Most market actors are attracted to or detracted from
events based on who they think will show up, who is convening the event, who is
facilitating, who is chairing and so on. A powerful way of hooking key actors is to
clearly signal that those who positively influence them to come will attend, or
even better lead the event in some manner. At the same time it may be advisable
to tone down reference to the market actors that detract them.
Key individuals (mobilisers and decision-makers): It’s important to think about
who to target within the institutions you are trying to bring to the table. You need
to aim for someone who is (i) likely to listen, and (ii) who has some power to
mobilise their organisation. It is also good to hook individuals who have a
reputation of making forward thinking decisions in their organisations.
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Session title: Preparing an invitation
Time: 30 mins
Materials:
5.4 Prepare your invitation info sheet – 2 copies
Slides 6 and 7
blank sheets of paper
Objective:
can translate a ‘hook’ into an effective event invitation
Process:
Present:
[go through slides 6 and 7 to introduce the categories]
Activity:
Step 1 - 20 mins:
You are a couple of steps further along the process and you have gathered
some additional information about your market actor
[Hand out one copy of the Prepare your invitation info sheet to each group,
ensuring that the key actor is the same one they were working with previously]
In the same groups you were in for the previous exercise, prepare an invitation
letter for your market actor
In addition to the hook you will be communicating, remember to think about
the following (although you do not have to include all the following info):
- Who will the letter be from?
- Which individual or individuals will it be addressed to? Do you need to
send copies to any other individuals to keep them informed?
- What is (are) the hook(s) or message(s) you are trying to convey?
- What is the title of the event (if applicable)?
- Where will the event be held? Who will be hosting it?
- Who will be chairing, facilitating and convening?
Step 2 – 5 mins:
Now pass your letter on to another group
Each group should now look at the letter they’ve been ‘sent’ and discuss it:
- If you were the market actor that the letter is addressed to, what would
make you want to attend and what would make you not want to attend?
Make a note of your key points regarding this
Plenary:
Each group to present another group’s invitation along with their key feedback
Slide Notes:
[Slide 6]
Make sure that you don’t fall at the last hurdle. When it is time to organise the
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first activity at which you want your key actors to attend, make sure that even the
way that it is organised will attract them. Even the invitation can pull people in or
put them off, so think about this too.
The message: What personal message in the invitation will convince the actor to
come?
The contact method: How should the message be communicated? E.g. a formal
letter, an informal email, a personal phone call?
The communicator: Who would be the best person to communicate your message
to the key actor? Remember you can arrange to have a third party to be the
communicator;
The recipient: Who within that organisation should you target in particular? These
are the ‘key individuals’ you have targeted within an organisation, they are those
who are forward thinking and those that have decision-making power. In this
exercise that task has been done for you, but in practice it would require some
investigation. See the Action point in section 2 of the step 5 guidelines.
[Slide 7]
The title of the event: What is a title that will attract everyone, or at least not
put anyone off? For example using ‘pro-poor’ in the title may put some actors off.
The host and location: Where should the event be held to attract everyone, or at
least not detract anyone? For example if it is help in the offices of one of the
market chain actors it may seem as if the process in biased towards them.
The convener, facilitator and chair: If necessary you can appoint a number of
positions for the event, each one attracting a different set of key actors;
The date and timing: Are there any issues to do with date or time which will
influence whether key actors attend? For example holidays, harvest time etc.
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Top Reviewing learning:
Facilitation
Tip! At the end of each module, or each day depending on how
you are structuring the training, it is important to review
participants’ learning and address any questions or confusion, as well as get feedback for
how the training was run. This will enable you to:
Cement learning
Understand what participants know and don’t know
Understand what participants are gaining from the training
Address questions or confusion in the moment and/or…
…Revisit difficult topics in the next sessions
Improve your facilitation skills
Provide feedback to the PMSD Roadmap team about how the training can be
improved
There are a number of ways of doing this ranging from the very simple to the more
complex.
The simplest review would consist of 2-3 questions answered verbally by each of the
participants e.g. ‘What made you happy?’ ‘What frustrated you?’ ‘What confused you?’
There are many variations of these questions e.g. ‘What was most valuable for you?’
‘What did you learn?’ ‘What should we do differently in future?’
A slightly more complex review could involve participants discussing these questions
in small groups and reporting back their key points
If you are particularly keen to know what information they have absorbed, you can use a
quiz…
You could put the questions together yourself; some example questions are included
below which you might use for a quiz on this module:
1. Define a ‘key actor’
2. What are the five elements of the trust equation?
3. Name two elements of an invitation which can be personalised to attract key
actors to attend?
An alternative (and usually more effective) technique is to have the participants
prepare the questions themselves:
- Get them into groups of 3-5 and have each group think-up as many questions
as there are other groups and prepare an answer for each of the questions.
- Have group 1 ask their questions first – one each to group 2, group 3 etc.
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- Give each group a minute to answer their question – check back with the
questioning group what their answer was and allocate a point for each correct
answer – if there is a disagreement you may have to arbitrate
- Then get group 2 to ask their questions to the other groups in turn
- When all the groups are done, you should have a winner!
NB – you might like to have a tie-break question prepared in case you do not have a
clear winner
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