Training the Trainer - my 3 Days at our convention

Last week I attended the annual Dale Carnegie International Convention in Vancouver. I got a reminder of Dale Carnegie's principle 17, "Try to honestly see things from other person point of view." The entire time I am there I am amazed at the incredible people I meet and the wealth of knowledge I try to absorb from them. I am inspired when I get back to the office to hit the ground running and implement the new ideas I picked up. I have a new found confidence in my ability to get things done. After 3 days of nonstop information bombardment I am really ready to go home as my brain can only hold so much.

As a facilitator of our 3 Day Leadership Training for Managers program I see this happening to my class participants as well. I feel so proud to be in the position of helping the class participants meet and learn from the other amazing participants. At the end of the 3 days I am always sad because I can tell everyone is itching for the class to be over with. My experience at convention is a reminder to me that, just because the participants are ready to go, it's not because they found no value. Its actually because they found so much value that they are ready to put it to good use and any more class interferes with that happening.

So what am I excited about that I picked up at convention? Well the theme this year was our Competency Based Development System and our iMap Corporate Solutions Model. These are new products and methodologies that were only rolled out a year ago and have already become a staple of our organization. These tools help us to speak the language of our customers. The iMap is designed to take us through the process of designing a program that provides the solution the customer really needs. There are 5 phases in this process: intent, inquire, involve, innovate, and impact. Intent: Understanding the customers strategic vision. Inquire: Understanding the current situation and what needs to change to reach the intent. Involve: The proper way to use assessments to determine the alignment around the vision and the competency gaps. Innovate: Design customized programs that blend competency development with attitudinal change and align emotional intelligence with corporate initiatives. Impact: Ingrain long-term behavior change to achieve corporate objectives.

I can't wait until Dale Carnegie Colorado and the business community we cover are benefiting from the solutions we can provide them using these tools!

The 4 P's of Presentation Effectiveness

Whether you are persuading colleagues, selling a client, or energizing a team, the power of your presentation makes the difference between success and failure. These techniques are useful for managers, executives, sales people, and anyone who might meet members of the media. Anyone who is part of a workplace will find the opportunity to utilize these techniques whether they are presenting to colleagues, clients, or potential investors.

There are four stages to perfecting your presentation:

Plan - Determine how your topic relates to the audience. Define the purpose of your talk as it relates to the outcome you seek. Plan the content of your presentation around your purpose, your audience's interest, and the audience's level of understanding of the topic. Use words and phrases common to your audience, and focus on your purpose.

Prepare - Establish a positive mindset by valuing your message and preparing the structure and timing of your presentation. The structure consists of three parts:

1. The attention-getting opening - Use a question, make a startling statement, or relate a relevant incident to elicit the audience's interest. The opening makes up 5 to 10 percent of your presentation.
2. The key ideas - Your presentation should contain 4 to 6 different points that you must back up with evidence such as statistics, testimonials, demonstrations, and analogies. Make sure that the key ideas all support a coherent message. Your discussion of these points should make up 80 to 85 percent of your presentation.
3. The memorable closing - You can close by summarizing or restating the message or by throwing down a challenge to your audience. A close that relates back to your opening can also be effective. Whatever you choose for your close, be sure you tell your audience what action you want them to perform. The close should make up 5 to10 percent of your presentation.

Practice - Review your content, rehearse, and get feedback on your presentation, and build enthusiasm and confidence to present. Rehearse the timing of your presentation to be sure that it falls within your time limits. Be sure to allow time for questions, if it's appropriate. Consider videotaping yourself rehearsing, and then review the videotape for distracting mannerisms and other signs of nervousness. Remember that the best cure for nervousness is confidence and that confidence comes with practice.

Present - Make a positive first impression. If possible, establish eye contact with your audience. Be yourself and relax. Own your subject and build rapport with the audience to hold their attention and project the value of your message. When speaking, be natural. Speak in a heightened conversational tone. Slow down and emphasize important points, pausing before and after key points to set them apart.

Testimonials: Dale Carnegie Course - 12/4/08 graduation

Attending Dale Carnegie Course graduations is always inspiring. An incredibly powerful reminder of why I am part of this organization. Here are some excerpts of testimonial letters the participants wrote in preparation for this graduation.
_____________________
"I have learned to be more effective....I see the team's production being the best in the company. I also see a less stressful work place that has become abundant with enthusiasm for productivity. I recommend the class for anyone wanting to become more effective in business relations."
- Scott Martin, Mechanical Project Engineer / Manager, RMH Group

"I learned how to stop worrying and start living....In 12 weeks you showed me how to be a leader."
-Philip Huemmler, Sales Account Manager, GE

"I developed more self confidence....It helped inspire me to be the person I wanted to be."
- Chooch Jewell, Sr. Due Diligence Analyst, National Planning Holding

"The Dale Carnegie class has re-energized me in my day to day work."
- Heather Robinette, HR Manager, Denver Marriott Tech Center

"I learned to be a better listener and to be more patient with my employees...internal and external customers at the dealership will receive a higher quality of service."
- Chip Gullo, Service Director, Burt-Kuni Honda

"It has already made a difference in my attitude, stress, concern, and credibility towards others."
- Brian Brown, Fleet Service Bureau Chief, South Metro Fire Rescue

"My organization will benefit having an employee that plans to solidify the solid reputation Saunders has established in the construction community."
- Mike Baksa, PE, Saunders Construction

"I have been able to enhance my communication with those around me...Tension has lessened, creating a more lively atmosphere....making us more productive and efficient...I am enjoying my position more."
- Jason Wenger, Section Manager, HDR

"Improved patient interactions, increased leadership, and a more confident physician. I will be able to take on a more active and influential role in the group."
- Ian Parsons, MD, Kaiser Permanente

"A new found self confidence....Now I am much more interactive both within and outside of the department...I speak up at meetings, take on new responsibilities, and try to teach younger people in the department."
- Brendan O'Brien, Project Estimator, Haselden Construction

"A better, more respected manager, and my bosses see the results.....my bosses are delighted to see my potential coming through."
- Christina Peck, St Anthony Central Hospital

"I have learned that people don't work for me but I am working for them. They are supporting me because they want to."
- Kenneth Peoples, Manager, Sprint

"We are in the middle of a merger and the stress and emotional issue are huge....the class has allowed me to cooperate with the inevitable."
- Mandy Reed, Life Safety Educator, South Metro Fire Rescue

"I now feel like a leader....I had lost some of my enthusiasm. I am happy to say it's back, and with a vengeance.....I feel blessed to have been part of this class."
- Kristie LaRose, Controller, Lifeloc Technologies

"This class has had a tremendous impact on my life....changed the way I approach people....helped to reduce my stress...I feel that I will be well equipped for the long road ahead and this class has laid the foundation for that."
- Erik Ciebiera

"I've gotten closer to the people that I supervise directly and other people I come in contact with...I am more confident in myself and my leadership skills....I have more enthusiasm for the role that I am in as a leader."
- Kisha Majors, Sr. Retail Credit Analyst, Chrysler Financial

"New opportunities and possibilities for promotion that may have previously been far out of my reach are now well within my grasp....allowed me to be more productive at work. I look forward to new assignments."
- Jean Hadzi, IS Analyst, Vistar Corp

Presenting To Inform

The most common type of business presentation is the presentation to inform. Every week in our careers, perhaps even every day, we listen to presenters give us information ranging from status reports, to procedural guidelines, to policy changes. For many of us, the majority of the presentations that we give fall into this category, in one way or another.

Some individuals are very competent in giving clear presentations to inform. We leave the presentation with a clear understanding of the message, the desired end result, and key points that we need to remember. On the other hand, many presentations to inform are disorganized and hard to follow. We leave with only a vague idea of the point of the presentation.

Successful presentations should have a clear message, an engaged audience, and all relevant points should be covered.

The structure in presenting to inform should adhere to the following steps:

Opening - Statement of Topic: This statement should be brief and clear. It leaves no question in the listeners' minds as to the topic of the presentation. This is especially true when the presentation is part of a longer series of presentations, such as a staff meeting or full-day training.

State Key Message - Desired End Result: This statement should give the audience a clear picture of the main message of your presentation. It is simple, direct, and tells the audience where you are going with this information. It should answer this question in your audience's mind: "Why should I listen to this presentation?"

Key Points and Results: These points should be stated in straightforward language. They clearly express the result of taking the recommended action. In general, the fewer words, the better when stating our key points and results.

Closing - Restate Key Message and Desired End Result: To emphasize the key message of your presentation to inform, summarize by restating the key message or the desired end result of your presentation. This leaves your listeners with a message that they will remember long after the presentation.

Establishing an Effective Team

Effective teams are built on establishing a common vision, creating building blocks for communication and collaboration, identifying and planning for roadblocks, and establishing accountability.

Rarely are great business accomplishments the work of just one individual. The problems you face in your organizations are usually too complex to be solved by any one person or discipline. When it comes down to it, the ultimate goal of any team is to solve problems and get things done, whether you are in a project team, a vertical team, or a cross functional team.

You may be creating a new team or establishing a more effective team from an existing group of people. Regardless, you are collectively responsible for the ultimate outcome. Here are the stages you need to complete to form a high performance team:

Stage 1 - Formation: The primary goal for the team during the forming stage is to create a team with clear structure, goals, direction and roles so that members begin to build trust. During the forming stage, much of the team's energy is focused on defining the team and its responsibilities. Team members tend to be optimistic and interested at this stage.

It is often said that an hour of planning will save three hours in execution. The same principle applies to the team cycle. That is, the more thorough and organized we are in the formation stage of the team development, the more likely it is that the team will successfully transition through the stages of stabilization, actualization, and maturation prior to termination.

Stage 2 - Stabilization: In this stage, the members learn about each other and the tasks that they have been assigned. They settle somewhat into their roles on the team. Patterns of interaction and communication begin to emerge as team members experience the process of working together. This stage is critical to successful team outcomes. Some teams never experience stabilization.

Stage 3 - Integration: Team members feel an increasing acceptance of others on the team, recognizing that the variety of opinions and experiences makes the team stronger and its product richer. Members start to feel part of a team and can take satisfaction from the increased group cohesion. This is the stage for the team to focus on its goals, breaking larger goals down into smaller, achievable steps. The team may need to develop both task-related skills and group process and conflict management skills to smoothly transition to the next stage.

Stage 4 - Actualization: During the actualization stage of team development, team members experience an increased sense of comfort in expressing their ideas and feelings. They develop an acceptance of others on the team. During the actualization stage, team members start making a conscious effort to set aside differences and achieve group harmony. Communication is emphasized and becomes more efficient. Team members feel more open to share ideas or ask teammates for help.

Stage 5 - Maturation: In the maturation stage of team development, members feel satisfaction in the team's progress. They share insights and are aware of their own strengths and weaknesses. Members feel comfortable with the team's patterns and processes and feel confident in their individual abilities and those of their teammates. Team members become more accepting of each other and value differences. The commitment and competence of team members is high. Team members continue to deepen their knowledge and skills, including working to continuously improve team development.

Stage 6 - Termination (Ending the team): Some teams, such as project teams or cross-functional teams, come to an end when their work is completed or when the organization's needs change. It is important for any team to pay attention to the ending or termination process. It is highly likely that at any given moment individuals on the team will be experiencing different emotions about the teams ending.

During the termination/ending stage, some team members may become less focused on the team's tasks and their productivity may drop. Other team members may find focusing on the task at hand is an effective response to their changing team involvement. Their task productivity may actually increase.

How to Stay on Track as an Effective Team

1. Frequent, open communication - Most team dysfunction is rooted in communication breakdowns, such as poor listening, interrupting, rambling, inability to get to the point, and simply not communicating frequently enough to create team cohesion.
2. Take time to create team cohesion - Relationships cannot develop in a vacuum. Spending less time together will not create stronger team bonds. Building effective team cohesion involves taking the time to get to know working styles, personalities, and preferences.
3. Give honest, regular feedback - Everyone on the team needs to get feedback in order to feel connected to the team effort. Even if that feedback is critical, the team member knows that their contributions are being noticed and evaluated. For the team to stay on track and avoid retreating into dysfunction, everyone needs to be talking with each other about expectations, goals, performance, and processes.
4. Build cooperation - In a strong team, individuals rely on each other to make processes and interactions function as planned. Strong teams root out uncooperative members and either replace them with people who will move the team process forward or coach them to more cooperative behavior.
5. Function democratically - In a strong team, every team member's voice is heard. Each member of the team has a right to question the process, add input, and evaluate the progress of the team.
6. Assure team members are well trained - Any team is only as strong as its weakest member. Team members are expected to function in a specific role that has its own set of experience and knowledge requirements. Newer members of the team may bring less experience to the team effort. They can make up this gap through training, education, study, and dedication. Assure team members have access to training that can help them contribute at their highest level.
7. Recognize strengths - It can be hard to see the strengths in other team members. In a business climate where appreciation is often in short supply, many of us get out of the habit of looking for the strengths in others. It takes a change in mindset to start seeing individuals in terms of what we admire and appreciate in them. Take time to give honest and sincere appreciation to team members.
8. Celebrate diversity - If we stop and think about it, most of us would be bored if we had to work with a team whose members all had the same personalities. Team interaction is much more stimulating and interesting when the team has a variety of personal styles and characteristics. When we celebrate our differences, we acknowledge that all of us are enriched by our opportunity to work together.
9. Manage results, not tasks - Ultimately, what matters is each team member's contribution to the team's goals and mission. Strong teams, with diverse personalities, learn to focus on the results each team member achieves, rather than trying to make individuals achieve the results in a certain way. This allows the individuals to express their personalities through their work and still contribute significantly to the team effort.
10. Leverage competitive spirit to create cooperation - Friendly competition generates results. Keep the competition between the team and its own past results, not between individual team members. Make competition exciting. Review past successes and find ways to positively challenge the team to exceed those results.