in this issue
	Mastering Training Design - Training Opportunity Icebreaker: Guess Who Dr. Seuss for Grownups Strategy Tip: When Training Isn't the Solution Closer: My Signature

Icebreaker: Guess Who

Here's a fun icebreaker for people who know each other well (although it will work for any group). Before the session, ask participants to bring to the training a picture of them as a child (under 5 years old). Collect the pictures as people arrive in the room. Then post them all (using sticky tape that won't harm the photos). Number each photo, but don't identify who it is. Include a picture of yourself. At the beginning of the session, have people guess who's who. Then have each person claim their picture. As they do, ask them to share a childhood memory about learning. Prompt them to explain what they learned, how they learned, and how they felt about their learning. Summarize by commenting on the learning process you will be using in training, and the hope that they will experience some of those same positive feelings by the end of the workshop.

Dr. Seuss for Grownups

Many of us read or heard Dr. Seuss stories as a child, and they often bring back good memories. You can tap into those positive emotions by bringing Dr. Seuss into your training. His stories have great messages, and you can use those messages to spark a discussion or kickoff an activity. Here are a few ideas: Green Eggs and Ham: Did you know that Dr. Seuss' publisher bet him $50 that he couldn't write a book with only 50 words? Green Eggs and Ham was the result of that bet. It was written with only 50 different words, and 49 of those words are monosyllabic. One message you can draw from Green Eggs and Ham is that it's good to try new things. You can have people discuss what "green eggs and ham" is or has been for them - what have they been unwilling to try? Or, for something totally different, in a writing class have them try to create a document with only a limited number of words. If I Ran the Zoo: This book tells the story of a boy who imagines taking over the zoo and building it into the greatest zoo in the world. In a strategic planning session or department team building, ask the group what they would do if they ran the zoo (their organization or department). What would they bring to the zoo that isn't currently there? Oh The Places You Will Go: This is actually a book for grownups, with the main character imagining all the places he will go in the world. In a mentoring class or personal development planning workshop, ask people to talk about where they have been and where they still want to go. Let simple books drive a small group or large group discussion and see where things go for you!

Strategy Tip: When Training Isn't the Solution

In my first training job, as a personnel manager in a hotel, I trained all hotel employees on their jobs. One day, the Food and Beverage Manager told me I needed to train the busboy on how to set the table. I told him that I'd already trained the busboy, and he replied, "Well, he's not doing it right." His assumption (like many others) was that if a person isn't doing the job correctly, they need training. After all, it is easier to delegate the problem to someone else than it is to address it yourself. When a manager requests training, it means they have already identified what they believe to be the cause of a performance problem. In fact, there are many factors that influence job performance, and a skill gap is just one of them. Unless the primary cause of a performance problem is a skill gap, training isn't going to help. As the person providing training, it's in your best interest to ask some questions to confirm that there is in fact a skill gap, and that no other factors are influencing performance. What other factors might be impacting performance, you ask? Company procedures and systems, Consequences (or lack of them), Goals (or lack of them), Unclear or Conflicting Roles and Responsibilities, Resource or Technology Limitations, and Relationship Issues. Explore how these factors might be influencing job performance and you may find that training alone will not suffice. Create a holistic solution that addresses the factors with the greatest influence on performance, and you will solve the problem, adding value to your customer and the organization. For more information you will find a resource on our web site describing the Factors Influencing Performance and examples of each factor. Factors Influencing Performance (pdf) »

Closer: My Signature

Here's an activity for closing a customer service workshop or any workshop where you want people to think about how they can stand out from the crowd and deliver exceptional performance. Begin by telling a story about someone you know that really stands out in their job. In our local grocery store (actually part of a very large chain), the man in the seafood section stands out. When you walk by the seafood counter, even if you aren't stopping, he greets you. He knew my son's name, and called him by name each time he saw us. When asked how he was, he would answer, "Phenomenal!" When he worked the counter, we bought seafood 2-3 times a week, whereas we would typically buy it about once a month. He was Mr. Phenomenal. That was his signature. Come up with a story of your own that illustrates how someone stands out in their job. After you tell the story, ask some questions like, How do you think he/she impacted the company? Is this the kind of person you would want working for you? What benefit do you think he/she got from his signature behavior - why would he/she do that? Then ask them to think about their signature. What will they do back on the job to be "Mr. Phenomenal?" Have each person share one way that they will change their behavior to strengthen their signature. It's a great way to get them thinking about and committing to actual behavior change.