With The High Profile Trainer you'll be able to utilise 51 ready-made tools that provide instant support and immediate improvements in the way you assess and present your work. There are checklists, worked examples, sample activities, meeting agendas, and proformas for you to use. And samples and examples throughout the Toolkit which are based on the activities of a wide range of private and public sector organisations.
Whether you are an experienced trainer or consultant, or new to the roll, you'll find this a powerful, practical resource.
The High Profile Trainer is thoroughly tried-and-tested and does all of the hard work for you. You'll learn how to source and use the facts, figures and strategies underpinning your organisation's performance. You'll be able to design, write and present business-focused training proposals. And you'll discover strategies for building an atmosphere of trust and partnership with managers. It's all here in one superb resource available ONLY from Fenman.
Present your work in terms that show you are accountable for what you do
Assess how much you're achieving in your training and one-to-one development work
How to source and use the facts, figures and strategies underpinning your organisation's performance
Design, write and present business-focused training proposals
Build an atmosphere of trust and partnership with managers
Use this unique collection of practical tools to demonstrate just how much impact your training really has on your organisation's performance.
Contents:
1: Identifying where to make a difference
A trainer is seen either as adding value or creating costs. Discover the five key areas for making a difference, to help you structure and track your plans to impact on the bottom line, and be seen to add value.
2: Adding value to organisational performance
Moving fast is not the same as going somewhere. Here you will find tools to identify the specific outputs and benefits you want from your organisational performance interventions, so you can help your organisation to enhance its position, profitability and operational excellence.
3: Adding value to vision and values
Vision and values create the energy that binds disparate people into a community focused on achieving common goals. Identify the specific outputs and benefits you want from your vision and values related interventions, so you can assist your organisation to reap the benefits of the commitment ofall its people.
4: Adding value to internal communications
Internal communications are the pumps that stimulate and direct the lifeblood of an organisation. This unit provides you with the tools to work out the specific outputs and benefits you want from your internal communication interventions, so you can encourage your organisation to work co-operatively and share learning and results.
5: Adding value through evaluation
What gets counted gets done. The tools in this unit focus on the specific outputs and benefits you can achieve through evaluation interventions, so you can help your organisation to work as efficiently and effectively as possible.
6: Adding value for individuals
Organisations deliver results through individuals and teams. This unit enables you to identify the specific outputs and benefits you want from your performance interventions for the individual, so you can assist your organisation to recruit, develop and retain excellent people.
7: Assessing your successes – the added-value review
The way to gain more influence is to show what an asset you are. By using the tools in this unit, you can regularly assess the quality and quantity of your interventions in business terms, producing the evidence to show you are a valuable asset to your organisation.
8: Assessing your successes – the good practice review
Can you repeat your successes? Assess which of your methods are delivering the best results, enabling you to discover and implement best practice so you can repeat your successes.
9: Marketing your services
When can you repeat your successes? Use this unit to develop your marketing plan, leveraging your skills and successes to enhance your reputation and increase your influence.
10: Seeing the bigger picture
Stay focused on the ‘big picture’. Ensure all your training and development interventions are clearly addressing what is important to the organisation.
11: Developing a corporate perspective
Use the language of business. Tap into the guidance in this unit to reframe your concerns and issues from a corporate perspective, empowering you to build your credibility and increase the likelihood of having your key concerns resolved.
12: Thinking outside the box
A problem cannot usually be solved from the space in which it was created. Equip yourself with the tools to examine your issue or situation from a number of different perspectives in order to come up with some fresh views and ideas.
13: Helicopter thinking for flexibility
Identify the various levels at which you need to operate. These tools will enable you to move quickly and easily between the three levels of purpose, outcomes and tactics. You will then be able to build a fully comprehensive picture of what is required and why.
14: Benchmarking for added value
Benchmark the value you add to your organisation. Learn how to undertake an internal benchmarking exercise with your counterparts, thus establishing the value you add individually and collectively.
15: Empowering the customer
Open new doors for yourself by involving your customers in your activities. Once you involve your customers in training and development interventions, youallow them to see for themselves the benefits to be achieved.
16: Uncovering interests, values and preconceptions
Get to ‘yes’ more quickly. Learn how to identify the underlying interests, values and preconceptions of various stakeholders in an intervention. You will then generate options that everyone can say yes to more rapidly.
17: Managing ‘red-button’ areas
Develop your political sensitivity. This unit will provide you with the tools to identify the ‘no-go’, sensitive and ‘green-light’ issues, situations and approaches for a specific individual, team, or the organisation as a whole.
18: Getting the words right
Use the language of business when setting objectives. By writing specific business-focused objectives that address bottom-line issues, you show that your see your work in terms of contributing to corporate goals.
19: Holding big picture meetings
Keep the team focused on the ‘big picture’. Equip yourself with the tools to organise and deliver ‘big picture’ meetings: events that address the principal concerns of the organisation as a whole, with customers, colleagues and other stakeholders.
20: Winning proposals
Create discussion documents. Using these tools, you create a training proposal – a discussion document – which enables you to present yourself professionally and market your services.
21: Creating the right design
Involve your customers in the design process. By organising a high-level design event, you can involve your customers in the process. This will increase their understanding of your expertise, create a greater degree of partnership, and generate a higher profile for training professionals as a whole.
22: Producing manageable projects
Control multiple projects. Use these tools to make the running of your projects more manageable, enabling you to answer customer queries promptly and confidently.
23: Making the costs clear
Specify the costs and the benefits. It is essential to be able to specify the costs and benefits of your interventions in simple terms to customers, colleagues and other stakeholders, thusallowing everyone to see clearly whether the potential value outweighs the cost.
24: Producing ongoing reviews
Always tell people what you are doing. This unit will equip you with the tools to provide three types of ongoing report – informal verbal, written, and presentation – thus helping you to gain influence through continuous feedback on the organisational benefits of your work.
