kairoer's blog

Last weekend, I was invited to do the training Coach to Lead to the JCI Norway National board and all the local JCI presidents. The purpose of the training is to demonstrate and learn how coaching can make a huge different when managing an NGO/NPO.

It is important to note that a three hour training like this one will never make you a coach. But - that is not the purpose. The purpose is to demonstrate the potential in using coaching techniques when you are a leader.

The training is a mixture of theory, discussions and practice, and is very interactive. As you can see from the photos, the training engages and creates interesting discussions. Most importantly, it clearly shows that when using a good structure, powerful questions and active listening, you are able to use coaching to steer your team members to deliver the necessary activities while also helping each team member to reach their own goals.

And this is particularly important in an organization like JCI where the stay members only as long as they continue to develop themselves. In such organizations, it is vital that key members like the local presidents, senior members, project managers and national board members tap into each team member to discover the personal goals and interests that drive each member. If we fail to identify, understand and allow each member their own incentives, we will drive them away, and thus loose their valuable time and efforts.

IMO, using trainings that develops an interest in soft skills like Coaching is important in order to develop each single member.

I am on my way to Oslo, where I will train the JCI Norway leaders about using coaching to reach better results in NGO's.

I just might report back!

While traveling, I focusing on the training, and to reach my "trainer mode" mentally.

Before I go to conduct trainings, I need to prepare myself. These preparations tends to go along the same line every time.

First - as early as possible, which usually means when the training date is settled, I make sure the location and the required materials are available, and up to standard.

Then, the same week as the training - usually a few days before - I confirm everything, and checks that my requirements has been met. If they are not, I start look into who this can be solved - as sometimes locations and other circumstances results in last-minute changes.

The last week is also spent on adopting and adjusting the training to meet the expectations and requirements from the group I am to train. Sometimes the changes are big, but most of the times they are minor.

The last day - the day before the training - I do nothing except making sure I know the time my transportation leaves (mind you, I have lost two flights because I was certain my plane left at a particular time. When I checked in, the clerks looked at me like they where on hidden camera!).

The day of the training, I try to get to the location as early as possible. I do this in order to control that everything is up to par with the location, the equipment and other necessary things. (I have a mental list - including water, coffee and refreshments, resting area, noise level in the surround areas etc.)

So, today is the last day before a training. I am leaving early tomorrow, and will get to bed early today.

So now I am relaxing, and getting ready to roll!

Thor Erik and I have designed a new training, a three hour training on how to apply coaching as a leadership skill; to use coaching to create better results. The training targets projectmanagers and board members in voluntary organizations - where motivation of team members is vital for success - but may also be applied to business.

Last night, we had our first trial. We had the pleasure of visiting JCI Oslo (Norway), and they where very helpful in evaluating the content and structure of our training. All eight participants spent 30 minutes with us after the training, giving feedback and their perception of the training itself.

Testrunning is invaluable. But ONLY if you also care for the feedback, and ask for honest feedback. In our group, we had a professional coach, we had professional managers and we had students. They all gave us their personal ideas and experiences - with coaching, and with the training. 

We are currently using that very feedback to change the structure of the training, tune up the theory (leaving out what we where told was confusing or irrelevant; while emphazising important points), and fine tune the whole session. All in all, we are very happy with the test run - because the participants where honest, open and willing to share their views - good AND bad! 

Thank you JCI Oslo for setting this up and helping us improove! 

Developing a new training is a daunting task. First you need an idea. Then you work your idea to decide about the impact you want the training to make. When you know the impact, you start exploring methods, theory and exercises to use so you can create the desired impact.

When you have come this far, it is time for a quick market research, so you call around to people you know, and ask them if they would be interested in a training about this and that. Judging by their interest, you tend to adopt and adjust the title, outcome and description - not only the one you voice, but also the one you have in your mind.

Then it is back to exploring, considering options and finally you start structuring the training. Now, the basic structure is the same as always. It goes like this:

1. Introduction - topic, who am I, what are you to learn today (the What I am going to tell you)
2. Main content (where I tell you) - sometimes divided into sub divisions - again with an intro, main part and summary
3. Summary & thanks (where I tell you what I just told you)

The hard job is the second point above - making the main content. The content need to include enough theory for you to learn; exercises where you can train and experience; and sessions where we reflect on the learning points.

So far so good.

The challenge is now:

• to make sure that there is enough - but not too much - theory
• have the right mixture of exercises - to emphasize the points, to create learning experiences and to create and maintain energy in the group

When the first draft is ready, it is time to test run the training. I am lucky, I can invite local JCI members, and receive their valuable feedback, before it is back to the drawing board again.

It is not uncommon to have 3-4-even 5 drafts and test runs.

And most importantly - when the training is final, it has only just begun. In my opinion, a training is in constant development - you add some, change some, remove some. Constantly.