“The training organization supports its trainers in their development as it itself evolves and develops.”
In my last blog I talked about the change process that I believe is needed in the training organization. You will recall that it takes place at the same time as the personal change process that the trainers participating in my trainer qualification also go through. These two change processes are closely interconnected.
Responsibility lies with the training organization
The role of the training organization is very important since it is the training organization that points the way ahead and offers guidance. As soon as the trainers notice that not only they, but also the entire training organization, have set out to discard old behavior and embrace new methods, they will feel far more motivated and committed.
However, if it is “only” the trainers who set out on this journey and they are not joined by the training organization, the danger exists that the new methods may never become permanently established and, in the end, not much will have changed. That’s not just a shame, it means that the investment in the trainer qualification will not have achieved the best possible result. Or, in other words, most things will simply remain as they were.
The tasks of the training organization
So what can the training organization do to help its trainers discard old behavior and embrace a completely new, more creative, type of training?
1. The training organization has to see the trainer qualification as a change process.
It has to make a conscious decision to get involved in the change process and contribute actively to its development. This creates an environment in which the trainers feel motivated about making their own changes. If the trainers don’t feel supported, they might stop trying and then change will become difficult.
2. The training organization has to make the resources and materials available to the trainers.
The equipment that is available in the classrooms plays a key role. The training organization has to ensure that all the materials the trainers need are actually available. The trainers must also be given the time to prepare and deliver their training courses. I often notice that trainers are not given enough time to plan their training courses.
3. The training organization has to give change time to happen.
Nobody discards old behavior overnight to use completely new methods the very next day. Change processes need time if they are going to be successful in the long term. The training organization should give its trainers the space to put what they have learnt into practice and gradually develop their own training style.
4. The training organization has to support its trainers in the best possible way.
The training organization should actively guide its trainers through their personal development. This involves the continuous exchange of ideas, perspectives and opinions, as well as encouraging the trainers to put their learnings into practice.
The outcome of the change processes
If the training organization does everything I have explained here, not only the training organization itself but also the trainers will succeed in completing the change process.
Both the training organization and the trainers will have raised themselves to a whole new level. All training courses throughout the company are interactive, holistic and effective. The participants are enthusiastic and actively engaged in the learning process – whoever the trainer is and wherever the training course is held.
What more could you want?