Friday, March 5, 2010

Control Anger - Before It Controls You

We all know what anger is, and we've all felt it: whether as a fleeting annoyance or as full-fledged rage.

Anger is a completely normal, usually healthy, human emotion. But when it gets out of control and turns destructive, it can lead to problems—problems at work, in your personal relationships, and in the overall quality of your life. And it can make you feel as though you're at the mercy of an unpredictable and powerful emotion. This brochure is meant to help you understand and control anger.

What is Anger?

The Nature of Anger

Anger is "an emotional state that varies in intensity from mild irritation to intense fury and rage," according to Charles Spielberger, PhD, a psychologist who specializes in the study of anger. Like other emotions, it is accompanied by physiological and biological changes; when you get angry, your heart rate and blood pressure go up, as        do the levels of your energy hormones, adrenaline, and noradrenaline.

Anger can be caused by both external and internal events. You could be angry at a specific person (Such as a coworker or supervisor) or event (a traffic jam, a canceled flight), or your anger could be caused by worrying or brooding about your personal problems. Memories of traumatic or enraging events can also trigger angry feelings.

Expressing Anger

The instinctive, natural way to express anger is to respond aggressively. Anger is a natural, adaptive response to threats; it inspires powerful, often aggressive, feelings and behaviors, which allow us to fight and to defend ourselves when we are attacked. A certain amount of anger, therefore, is necessary to our survival.

On the other hand, we can't physically lash out at every person or object that irritates or annoys us; laws, social norms, and common sense place limits on how far our anger can take us.

People use a variety of both conscious and unconscious processes to deal with their angry feelings. The three main approaches are expressing, suppressing, and calming. Expressing your angry feelings in an assertive—not aggressive—manner is the healthiest way to express anger. To do this, you have to learn how to make clear what your needs are, and how to get them met, without hurting others. Being assertive doesn't mean being pushy or demanding; it means being respectful of yourself and others.

Anger can be suppressed, and then converted or redirected. This happens when you hold in your anger, stop thinking about it, and focus on something positive. The aim is to inhibit or suppress your anger and convert it into more constructive behavior. The danger in this type of response is that if it isn't allowed outward expression, your anger can turn inward—on yourself. Anger turned inward may cause hypertension, high blood pressure, or depression.

Unexpressed anger can create other problems. It can lead to pathological expressions of anger, such as passive-aggressive behavior (getting back at people indirectly, without telling them why, rather than confronting them head-on) or a personality that seems perpetually cynical and hostile. People who are constantly putting others down, criticizing everything, and making cynical comments haven't learned how to constructively express their anger. Not surprisingly, they aren't likely to have many successful relationships.

Finally, you can calm down inside. This means not just controlling your outward behavior, but also controlling your internal responses, taking steps to lower your heart rate, calm yourself down, and let the feelings subside.

As Dr. Spielberger notes, "when none of these three techniques work, that's when someone—or something—is going to get hurt."

Anger Management

The goal of anger management is to reduce both your emotional feelings and the physiological arousal that anger causes. You can't get rid of, or avoid, the things or the people that enrage you, nor can you change them, but you can learn to control your reactions.

Are You Too Angry..?

There are psychological tests that measure the intensity of angry feelings, how prone to anger you are, and how well you handle it. But chances are good that if you do have a problem with anger, you already know it. If you find yourself acting in ways that seem out of control and frightening, you might need help finding better ways to deal with this emotion.

Why Are Some People More Angry Than Others?

According to Jerry Deffenbacher, PhD, a psychologist who specializes in anger management, some people really are more "hotheaded" than others are; they get angry more easily and more intensely than the average person does. There are also those who don't show their anger in loud spectacular ways but are chronically irritable and grumpy. Easily angered people don't always curse and throw things; sometimes they withdraw socially, sulk, or get physically ill.

People who are easily angered generally have what some psychologists call a low tolerance for frustration, meaning simply that they feel that they should not have to be subjected to frustration, inconvenience, or annoyance. They can't take things in stride, and they're particularly infuriated if the situation seems somehow unjust: for example, being corrected for a minor mistake.

What makes these people this way? A number of things. One cause may be genetic or physiological: There is evidence that some children are born irritable, touchy, and easily angered, and that these signs are present from a very early age. Another may be sociocultural. Anger is often regarded as negative; we're taught that it's all right to express anxiety, depression, or other emotions but not to express anger. As a result, we don't learn how to handle it or channel it constructively.

Research has also found that family background plays a role. Typically, people who are easily angered come from families that are disruptive, chaotic, and not skilled at emotional communications.

Is It Good To "Let it All Hang Out?"

Psychologists now say that this is a dangerous myth. Some people use this theory as a license to hurt others. Research has found that "letting it rip" with anger actually escalates anger and aggression and does nothing to help you (or the person you're angry with) resolve the situation.

It's best to find out what it is that triggers your anger, and then to develop strategies to keep those triggers from tipping you over the edge.

Relaxation

Simple relaxation tools, such as deep breathing and relaxing imagery, can help calm down angry feelings. There are books and courses that can teach you relaxation techniques, and once you learn the techniques, you can call upon them in any situation. If you are involved in a relationship where both partners are hot-tempered, it might be a good idea for both of you to learn these techniques.

Some simple steps you can try:

* Breathe deeply, from your diaphragm; breathing from your chest won't relax you. Picture your breath coming up from your "gut."

* Slowly repeat a calm word or phrase such as "relax," "take it easy." Repeat it to yourself while breathing deeply.

* Use imagery; visualize a relaxing experience, from either your memory or your imagination.

* Nonstrenuous, slow yoga-like exercises can relax your muscles and make you feel much calmer.

Practice these techniques daily. Learn to use them automatically when you're in a tense situation.

Cognitive Restructuring

 Simply put, this means changing the way you think. Angry people tend to curse, swear, or speak in highly colorful terms that reflect their inner thoughts.. When you're angry, your thinking can get very exaggerated and overly dramatic. Try replacing these thoughts with more rational ones. For instance, instead of telling yourself, "oh, it's awful, it's terrible, everything's ruined," tell yourself, "it's frustrating, and it's understandable that I'm upset about it, but it's not the end of the world and getting angry is not going to fix it anyhow."

Be careful of words like "never" or "always" when talking about yourself or someone else. "This !&*%@ machine never works," or "you're always forgetting things" are not just inaccurate, they also serve to make you feel that your anger is justified and that there's no way to solve the problem. They also alienate and humiliate people who might otherwise be willing to work with you on a solution.

Remind yourself that getting angry is not going to fix anything, that it won't make you feel better (and may actually make you feel worse).

Logic defeats anger, because anger, even when it's justified, can quickly become irrational. So use cold hard logic on yourself. Remind yourself that the world is "not out to get you," you're just experiencing some of the rough spots of daily life. Do this each time you feel anger getting the best of you, and it'll help you get a more balanced perspective. Angry people tend to demand things: fairness, appreciation, agreement, willingness to do things their way. Everyone wants these things, and we are all hurt and disappointed when we don't get them, but angry people demand them, and when their demands aren't met, their disappointment becomes anger. As part of their cognitive restructuring, angry people need to become aware of their demanding nature and translate their expectations into desires. In other words, saying, "I would like" something is healthier than saying, "I demand" or "I must have" something. When you're unable to get what you want, you will experience the normal reactions—frustration, disappointment, hurt—but not anger. Some angry people use this anger as a way to avoid feeling hurt, but that doesn't mean the hurt goes away.

Problem Solving

Sometimes, our anger and frustration are caused by very real and inescapable problems in our lives. Not all anger is misplaced, and often it's a healthy, natural response to these difficulties. There is also a cultural belief that every problem has a solution, and it adds to our frustration to find out that this isn't always the case. The best attitude to bring to such a situation, then, is not to focus on finding the solution, but rather on how you handle and face the problem.

Make a plan, and check your progress along the way. Resolve to give it your best, but also not to punish yourself if an answer doesn't come right away. If you can approach it with your best intentions and efforts and make a serious attempt to face it head-on, you will be less likely to lose patience and fall into all-or-nothing thinking, even if the problem does not get solved right away.

Better Communication

Angry people tend to jump to—and act on—conclusions, and some of those conclusions can be very inaccurate. The first thing to do if you're in a heated discussion is slow down and think through your responses. Don't say the first thing that comes into your head, but slow down and think carefully about what you want to say. At the same time, listen carefully to what the other person is saying and take your time before answering.

Listen, too, to what is underlying the anger. For instance, you like a certain amount of freedom and personal space, and your "significant other" wants more connection and closeness. If he or she starts complaining about your activities, don't retaliate by painting your partner as a jailer, a warden, or an albatross around your neck.

It's natural to get defensive when you're criticized, but don't fight back. Instead, listen to what's underlying the words: the message that this person might feel neglected and unloved. It may take a lot of patient questioning on your part, and it may require some breathing space, but don't let your anger—or a partner's—let a discussion spin out of control. Keeping your cool can keep the situation from becoming a disastrous one.

Using Humor

"Silly humor" can help defuse rage in a number of ways. For one thing, it can help you get a more balanced perspective. When you get angry and call someone a name or refer to them in some imaginative phrase, stop and picture what that word would literally look like. If you're at work and you think of a coworker as a "dirtbag" or a "single-cell life form," for example, picture a large bag full of dirt (or an amoeba) sitting at your colleague's desk, talking on the phone, going to meetings. Do this whenever a name comes into your head about another person. If you can, draw a picture of what the actual thing might look like. This will take a lot of the edge off your fury; and humor can always be relied on to help unknot a tense situation.

The underlying message of highly angry people, Dr. Deffenbacher says, is "things oughta go my way!" Angry people tend to feel that they are morally right, that any blocking or changing of their plans is an unbearable indignity and that they should NOT have to suffer this way. Maybe other people do, but not them!

When you feel that urge, he suggests, picture yourself as a god or goddess, a supreme ruler, who owns the streets and stores and office space, striding alone and having your way in all situations while others defer to you. The more detail you can get into your imaginary scenes, the more chances you have to realize that maybe you are being unreasonable; you'll also realize how unimportant the things you're angry about really are. There are two cautions in using humor. First, don't try to just "laugh off" your problems; rather, use humor to help yourself face them more constructively. Second, don't give in to harsh, sarcastic humor; that's just another form of unhealthy anger expression.

What these techniques have in common is a refusal to take yourself too seriously. Anger is a serious emotion, but it's often accompanied by ideas that, if examined, can make you laugh.

Changing Your Environment

Sometimes it's our immediate surroundings that give us cause for irritation and fury. Problems and responsibilities can weigh on you and make you feel angry at the "trap" you seem to have fallen into and all the people and things that form that trap.

Give yourself a break. Make sure you have some "personal time" scheduled for times of the day that you know are particularly stressful. One example is the working mother who has a standing rule that when she comes home from work, for the first 15 minutes "nobody talks to Mom unless the house is on fire." After this brief quiet time, she feels better prepared to handle demands from her kids without blowing up at them.

Some Other Tips for Easing Up on Yourself

Timing: If you and your spouse tend to fight when you discuss things at night—perhaps you're tired, or distracted, or maybe it's just habit—try changing the times when you talk about important matters so these talks don't turn into arguments.

Avoidance: If your child's chaotic room makes you furious every time you walk by it, shut the door.. Don't make yourself look at what infuriates you. Don't say, "well, my child should clean up the room so I won't have to be angry!" That's not the point. The point is to keep yourself calm.

Finding alternatives: If your daily commute through traffic leaves you in a state of rage and frustration, give yourself a project—learn or map out a different route, one that's less congested or more scenic. Or find another alternative, such as a bus or commuter train.3

Everyone holds the power to do great things.

Yes, it is true.

No if ands or buts.

Once you believe this, you set yourself free to achieve the meaningful things you want to do in your life.

Success is inside you and always has been.

Right now recognize it and own it.

Don't be afraid to step up and be yourself.

Let go means-let go!

It's time to clean house and surrender any destructive thoughts in your head.

No more will you allow negative people to scramble your brain.

No more will you dwell on painful uncomfortable times.

Let go means-let go!

Make it a priority to keep investing in yourself and your well being.

Make room in your life for happiness, success, and healing.

Before you know it, you will start feeling entitled to abundance.

And, that is as it should be.

Patience is one of the most valuable gifts you can give to others, and to yourself.

There is no higher demonstration of love than simply allowing it to be.

Patience and confidence go hand in hand.

Just as lifting weights will build your muscles, practicing patience will build your confidence, your faith, and the strength of your spirit.

The next time you feel the urge to be annoyed with someone, keep in mind that you have a choice.

You can choose to be patient.

Make that choice to be patient, and feel the power.

Feel the genuine, positive power that flows from your decision to rise above the petty annoyances that don't really matter anyway.

Rather than striving to make others understand, or to make others like you, or to make others agree with you, seek instead to allow them.

Give the golden space of your patience, and understanding, friendship and love will freely flow.

Learn to be patient, and you will grow to be strong.

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Wednesday, February 24, 2010

What are regarded as entrepreneurial skills?

A wide range of skills are seen as entrepreneurial and useful to entrepreneurs, these include both personal traits and skills:

  • Management skills - the ability to manage time and people (both yourself and others) successfully
  • Communication skills and the ability to sell ideas and persuade others
  • The ability to work both as part of a team and independently
  • Able to plan, coordinate and organise effectively
  • Financial literacy
  • Able to research effectively, for example available markets, suppliers, customers and the competition
  • Self motivated and disciplined
  • Adaptable
  • Innovative thinking and creative
  • The ability to multi-task
  • Able to take responsibility and make decisions
  • The ability to work under pressure
  • Perseverance
  • Competitiveness
  • Willingness to take risks
  • Ability to network and make contacts

Many, if not all of these skills and traits are also useful to intrapreneurs, those who are entrepreneurial within an existing organisation (internal entrepreneurs). These skills and traits would also benefit all employees within a business and so are useful for graduates to have. Many of these skills, such as communication skills and the ability to work as part of a team, are already promoted within existing degrees.

In addition to those more general skills listed above, other more specific or business related skills, will be of use to entrepreneurs, these may include:

  • being able to draw up a business plan for a new venture
  • being able to market and sell a new product or idea
  • financial skills, such as book-keeping and calculating tax
  • awareness of intellectual property and possibly patent law


Must-Have Skills for Entrepreneurs

Must-Have Skills for Entrepreneurs

 

 

What skills do you need to have to succeed in business? Know the five must-have skills you need to have as an entrepreneur and develop to succeed in today's competitive market.

by Lyve Alexis Pleshette
Senior Staff Writer, PowerHomeBiz.com

 

You've decided that you want to get out of the corporate rat-race and be your own boss. As you begin planning how to start your own business from home, you begin listing down what you want to do and what you can do. You tell yourself that you love to do a little bit of everything  you can do research, Web design, write, with a 10 years experience in legal and administrative support. But then, you ask yourself, "What skills do I really need to have to succeed as a home based entrepreneur?"

If you are thinking of starting a business, you will need a broad array of entrepreneurial skills to succeed in today's competitive market. You must possess basic skills necessary to enable you to start, develop, finance, and market your own home business enterprises. There are a number of qualities and skills you need to have, including personal attributes, business skills and management capability. While you may not have all of them right now, there are five basic skills you really must have to run any kind of business.

These five skills are:

1. Sales and marketing skills. Sales and marketing are the two most important skills you must have when you plan to start your own business. A business is nothing if it has no customers. You may have the fanciest computer with the latest graphics software, but if no one is knocking at your door to hire you as a graphic designer, then you better rethink why you are in business in the first place. Maybe you are better off employed by a firm. To have revenues and profits, you first need to have customers. To get customers, you must be able to market your business and possess the skills to close the sale.

As you plan your business, you must begin to think how to reach your target audience and the people who may need your products or service. This entails understanding the concept of marketing, and using the tools that your budget permits. You must have a knack for understanding what people wants, listening to their needs, and interact well with other people.

It would be extremely helpful if you possess excellent written and oral communication skills to help you sell your products and services (more so if you are a solo entrepreneur who will be doing everything by yourself). You need to create a buzz about your business by talking to people and presenting to them your business. You need to write ads, press releases and story ideas about your business. Starting a business is a time to get out of your timid self and begin to aggressively market your venture. That's the only way you can succeed.

2. Financial know-how. You are in business to make money. Therefore, the most important skill you must have is the ability to handle money well. This includes knowing how to stretch the limited start-up capital that you have, spending only when needed and making do with the equipment and supplies that you currently have. You also need to identify the best pricing structure for your business in order to get the best kind of return for your products or services.

Success in business is not limited to those who have tons of capital in the beginning. Look at the failed dot-coms with funding of as much as $100 million. Even if they are awash with cash, they still ended up as a failure because they were not able to manage their money well. They lavished themselves with high-tech office furniture and gave their CEOs fancy jets to fly, only to have their cash flow depleted in less than a year.

If you are able to manage your cash flow well when the business starts to run, you will be able to survive the ups and downs of self employment. The important thing is to always focus on the bottomline. For every spending, always ask yourself: "How much will this contribute to my bottom line?" If it will not give your business anything in return financially, better think twice before opening your wallet.

3. Self-motivation skills. As an entrepreneur, you do not have the luxury of bosses and bureaucracy to tell you what needs to be done. Everything rests on your shoulder ­ from thinking where to get the money to fund the business, to developing the product, to determining how to reach the customer, and so on. Only you will create the plans, and change them should the situation shifts. You need to be smart enough to know when you need to go ahead, and when to stop.

To succeed in business, you must be a self-starter with a clear desired goal in mind. You must have the confidence in yourself, and in your ideas (how can you sell your ideas to others if you yourself do not believe in them?). More importantly, you must be willing to focus your energy and work hard towards each and every step that will make your enterprise a success. Especially if you work at home, it is doubly hard to get into the work mindset: sometimes, the television is just too tempting that it is hard to get out of your pajamas and begin typing in your computer. You therefore must have that extra drive and commitment to make sure that you are taking the necessary steps to make your dream of a successful business a reality.

4. Time management skills. The ability to plan your day and manage time is particularly important for a home business. When you wake up in the morning, you must have a clear idea of the things you must do for the day. Especially if you are running a one-person operation, you must have the ability to multi-task ­ be the secretary at the start of the day typing all correspondences and emails, become the marketing man writing press releases before noon, make sales call in the afternoon, and become a bookkeeper before your closing hours. Imagine if you are selling products and you still have to create the products, deliver and fulfill the orders, rush to the bank to cash the checks. Lots of job for a simple home-based business! No, you don't have to be a superman (or superwoman). You simply have to know how to manage time and prioritize your tasks.

One difficulty of working from home is that you can never seem to stop. There are simply too many things to do, as if work never stops (and it doesn't!). Part of having good time management skills is knowing when to stop and when to leave work, and begin doing your other roles in your family  as the husband, wife, mother or father. You must be able to know how to keep your home life separate from your work life, and ensure that there exists a balance between the two.

5. Administration skills. If you can afford to hire an assistant who will organize your office space and file your papers and mails, lucky you! However, most start-up entrepreneurs cannot afford such luxuries. Over and above the tasks of managing, marketing and planning your business, you also need to possess a great deal of administration skills. You need to file your receipts so tax time will not be a trip to Hades. You need to do all the work in terms of billing, printing invoices, collecting payments, and managing your receivables.

Starting a business is never easy, even if you have the perfect background and possess all the above skills. Having all the needed skills and qualities will not even ensure your success. But having these basic skills will, at least, lessen the pain of the start-up process, giving you greater chance in seeing your business grow and prosper.

 

 

Sunday, February 21, 2010

Aligning Managers for Organizational Change


Aligning Managers for Organizational Change
by Michael McInerney
 
A rapid alignment strategy that focuses on training middle management brings speed to the change-management process. In addition to allowing the organization to implement change, it also results in overall improved leadership skills.
 
In preparing for life post-recession, many companies are shifting modes from survival to success. Doing so requires rapid change and engaged employees. But, many organizations believe their workforces, which have been beaten down by the recession, are not capable of adapting to change.
 
This means change is slow, and slow is expensive. However, an emerging discipline called rapid alignment is bringing speed to the change-management process and is becoming a necessary standard practice for large organizations.
 
Leading from the Middle
 
Organizations can reap enormous rewards if they implement change faster. However, the big barrier to change is the failure to provide appropriate training to middle management.
 
The middle of the organization is where change is executed and institutionalized. This is the point of intersection where the comfortable idea of a "change program" becomes the uncomfortable reality of a new way of doing things.
 
But, at this layer and the layer below, understanding the reason for a strategic change and what employees are supposed to do about it gets fuzzy and diluted.
 
While top management may be looking outward at a changing market, mid-level managers are looking inward at the same day-to-day issues they always have. They don't overtly resist change, they just haven't been given enough opportunity to lead from the middle.
 
Each leader needs to figure out how change impacts his or her own operation, to learn new skills, and finally to adopt the new behaviors that will accelerate the new directions. If the hundreds or thousands of middle managers learn faster, the organization changes faster. The secret to rapid alignment is finding a way to deliver that learning.
 
What do organizations need from leadership development? In a survey of 30 leading companies, executives ranked the following priorities with respect to leadership development:
 
1. Applicability
2. Convenience
3. Consistency
4. Efficiency
5. Value
6. Measurability
7. Scalability
 
Whatever the method of leadership development, it must be judged against these seven tests. The traditional classroom approach to learning often falls short. Even with the help of a vendor, customized training programs rarely succeed in reaching the unique needs of individuals and can miss the mark in terms of high-impact timing opportunities.
 
Individual coaching is highly applicable, convenient and efficient. Often, an executive can get more value from 30 minutes of personal coaching than a full day in a classroom. But success is hard to measure and delivery can be inconsistent. If the shortcomings of coaching can be addressed, it is the learning tool needed for rapid alignment.
 
Delivering Coaching to Middle Managers
 
When seeking rapid alignment via coaching to large numbers of middle managers, one successful approach centers around Research, Evaluation, Alignment, and Learning and Measurement. These are the key components:
 
1. Research
 
a) Contextualize the learning.
b) Research the business and organizational context and the personal context of the individual leader.
 
2. Evaluation
 
a) Evaluate the strategy.
b) Create a tool for alignment, a scorecard showing how enterprise-wide change goals are stepped down to goals at each organizational level and ultimately translated into individual goals.
c) Use the scorecard as the basis for ongoing three-way dialogue among the coach, the individual leader and the leader's immediate boss.
d) Create a consistent process and customize it to match each individual's circumstances.
 
3. Alignment
 
a) Provide coaching on both a scheduled and just-in-time basis, bringing new perspectives, behaviors and skills close to the situation.
b) Make coaching scalable.
 
4. Learning and Measurement
 
a) Maintain a four-way dialogue among the coach, individual leader, leader's immediate boss and top management to uncover impediments to change and new opportunities.
b) Measure using self-assessment, current business goals and 360-degree surveys.
c) Give regular progress reports to determine if the coaching is generating the intended impact.
 
It is key for the whole group of managers to be working on change at the same time. Organizational change is real when the group as a whole changes direction. Each leader is working at an individual level, which compounds organizational efficiency. If everyone is working from the same scorecard, rapid alignment occurs.
 
When it comes to coaching middle management, an obvious question arises: Isn't coaching supposed to be provided by direct bosses? Or is it just that senior management needs to do a better job of coaching direct reports on the reasons for strategic change and how to implement it?
 
The shift to de-layered organizations steeped in communication technology has reduced the time leaders can spend guiding middle management.
 
Once, managers had time for lunches with subordinates. Now, they spend their hours consumed in an intense flurry of e-mails and conference calls, with increasing performance demands.
 
Also, to be frank, most managers are not very good coaches. They are mainly about getting results through problem solving, directing and organizing processes. Leadership development requires different skills.
 
Value and Progress
 
Rather than pressing managers to coach more, organizational design innovation is needed, specifically coaching by a coordinated team of expert coaches. Part of what makes rapid alignment cost effective is simply that it is delivered efficiently. A team of coaches works in a coordinated way to direct learning.
 
However, the value is not just in controlling costs. The greater value comes from achieving change rapidly. Before venturing into a rapid-alignment project, an organization should determine just how important speed is. How much more valuable is the change if it occurs in three months as opposed to six months?
 
It's when people actually see the value of speed, and recognize that speed is achievable, that they embrace the sense of urgency that makes rapid alignment work.
 
A third element of value arises because, at the same time the organization is implementing change, it is also improving individual leadership skills, thereby increasing the number of capable leaders. Having a greater number of capable leaders results in a deeper succession pool, more flexibility in deploying talent and the ability to take on more projects.
 
Structured and coordinated coaching is not only a solution for the organization, it's also a way to make the lives of hard-pressed middle managers better and more engaged. Focused and personalized coaching helps them become more comfortable in their critical role of taking concepts of strategic change and making them a day-to-day reality.
 
 
[About the Author: Michael McInerney is vice president of executive performance and rewards at Aon Consulting. He specializes in strategies to improve employee performance. Aon Consulting works with organizations to improve business performance and shape the workplace of the future through employee benefits, talent management and rewards strategies and solutions.]


Saturday, February 20, 2010

How to conduct Training without any Training Aid?



As training industry is becoming one of the prime career, many are
attracted towards it because of the respect it earns as a profession.
However , i have seen fresh trainers are more dependent on PPT,
training aids and games and facilitators guide,Laptop,pen drive, LCD
Projector, insufficient training space at venue etc.

If due to some technical fault or logistics error if any of the above
training aids are not present in training room then some trainers
loose their control,get restless,frustated and scared on how to
conduct the trainings as per planned session flow.

Request to Trainers forum to add valuable inputs on this issue to help
our training fraternity.

Here are few tips .

1.Preperation in advance would make the training successful.
2. Do not be totally dependent on System.
3. If its your first / first few trainings, take printouts of PPT.
4. Classify one singe page in various columns,boxes and write
examples,stories,case studioes, some statistical figures if required,
jokes,icebreakers, for every planned activity you must have one
alternative which could be carried out without any training aid.
5. Look for resources  around training room, think innovatively and
create some instantaneous training aids which matches your training
objectives.
6 . Create two assistants from the group itself to help you out.
7.Start the session with note , constraints are there, lets take this
session as example how to overcome constraints and still justify the
session flow and learning objectives.
8. Never ever complain to participants about others mistakes, your
credibility as a trainer will be lost.
Request to Trainers forum to add valuable inputs on this issue to help
our training fraternity.

Courtesy: Mahendra Ingle