Matthew Richter posts daily comments in LinkedIn—well, almost daily. You can follow him and join the conversation by going to http://linkedin.com/in/matthew-richter-0738b84. For the benefit of our readers, we decide to compile and reprint some of his provocative pieces from the past. Let us know what you think.
Performance Tests
A good training always has a good performance test. A performance test is a demonstration of the skill applied in some contextual form. There are two ways that test can be delivered. Participants can create a product or produce an output. For example, in an accounting class, a performance test might be the creation of a P&L. Otherwise, the test is some kind of interaction-- a demonstration of the performance with other people. For example, a role play, a simulation, or an actual interaction on the job. The key to both types of tests is they ensure that the participants do, apply, demonstrate the new skills within an either real or simulated on-the-job experience.
Agendas Are Illusions
They are just like any forecast. They aren't real but can act like a comfy blanket on a cold night. The benefit of the agenda is to provide you, the trainer, with structure or a plan of attack. The benefit to your participants is it tells them what they might expect. The problem comes when everyone expects to keep to the schedule. Too often, we get behind or sometimes we get ahead. When this happens, the priority shifts from meeting your desired outcomes to getting back on schedule. Stop doing this. The agenda is a guide. But it can be and should be malleable. Let the participants guide you, as long as you meet the ultimate objectives.
Trust the Trainer
We often hear how important it is for a group of participants to trust the trainer. I agree. What does that actually mean in practice? Many years ago, Thiagi did a review of all the research and popular books on the subject. He found that there are five components that must be present for a group to trust you. You must seem SELFLESS: You must not appear to have ulterior motives. You must be PREDICTABLE, not erratic or crazy. You must be AUTHENTIC, credible, and believable. There must be RELATEDNESS over the course of the days. A level of intimacy and engagement should occur. And, finally, you must have the KNOW-HOW, or the competence to stand in front of them. Putting all these components together, you must have SPARK.