Training the trainer to respond to innovations

All of us are natural trainers.  It’s a talent we were born with.  Not all of us are natural trainers when it comes to imparting information in the workplace.  This is a learned process.

Imparting knowledge is a vital component of our learning existence.  We do this at school when we write exams.  As leaders of a sports team, it’s imperative that we get messages across to the team with urgency and in such a way that the members of the team answer it.

The workplace is different.  There are many agendas, egos and positions that need to be considered.  In the past, it was simply a matter of transferring knowledge in a one-to-many fashion. This has all changed because of the pace of change and the multiple means of knowledge acquisition.   For a trainer to be effective, that trainer needs to know that they are experts in their field but there are people around them that may have mastered a certain aspect of the job that the trainer and colleagues may not be aware of.  This could be critical information that everyone in the seminar room could benefit from.  This two-way transfer of knowledge must be encouraged and nurtured.  It’s not unusual for the trainer to feel threatened by this expertise.  Embracing this transfer leads to three desired outcomes

  1. It introduces innovations in the workplace
  2. Creates a greater level of respect between colleagues
  3. This should lead to efficiencies in the workplace that may not have been considered in the past

We have found the EXCHANGE method of training the trainer to be the best approach when it comes to developing and encouraging INNOVATIONS in the workplace.

EXCHANGE is made up of eight components

EngagePut concepts out of the room.  Ask for ideas.  Debate as to how these ideas can be incorporated in the workplace
eXploreLook for ways to train and to receive information
ChallengeLook for ways to train and receive information
HabitsWe are looking to nurture new habits and to understand how existing habits can be improved.  Habits can lead to complacency.  But habits can be removed
AdaptAdaptation is key.  Some adaptations may take a while and require new technology.   Most habits require a minor change in attitude
NormaliseInnovations must become a normal part of performing a task or job.  Getting the buy-in of all the players requires normalisation
GrowThe trainer wants their team to grow in confidence and in turn they themselves will grow in confidence because everyone is benefiting from the process
ReinforcEThe trainer wants their team to grow in confidence and in turn, they themselves will grow in confidence because everyone is benefiting from the process

Each person on this programme is regarded as an intern known as an INTRATERN.  This is not casual on-the-job training, it is a formalised programme that rewards each person with a certificate of accomplishment.  Something that makes that person more useful in the workplace.  It can be used for promotion purposes too.

If you have found this bulletin useful please forward it to everyone in your organisation that you feel could benefit from these emails.

Rudolf Rautenbach
Rudolf Rautenbach
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