Preparing for Training Delivery

Regardless of how great your ideas are in your virtual sales pitch, webinar, or team meeting… People are most likely checking their email, browsing social media, or working on other things while you present. How can you prevent that and actually get your audience to pay attention? Here are 4 of the most powerful techniques we use for our own virtual training courses: 1. Win the first five seconds According to research from the University of Toronto, people need only five seconds to gauge your charisma and leadership as a speaker. In virtual environments, this first impression is even more critical. To establish instant rapport: - Keep your posture open and inviting (avoid fidgeting, crossed arms, and closed-off postures) - Use open gestures that welcome the audience into your space - Gesture with your palms showing at a 45-degree angle - Speak with clear articulation and energy from the very first word The quickest way to lose your audience? Starting with tentative body language that signals you’re unsure or unprepared. 2. Design your presentation for virtual viewing When designing slides, assume varied viewing conditions. Design for the smallest likely device and the slowest likely Internet speed. Make your slides accessible by: - Using larger fonts (24-32pt) - Applying higher contrast colors - Limiting each slide to ONE clear idea - Adding more space between lines when using smaller text - Stripping excess content (you can provide additional information in a separate document) 3. Vary your delivery Our research shows the optimal length for linear presentations is just 16-30 minutes, while interactive ones can maintain engagement for 30-45 minutes. People’s attention will go through peaks and valleys during that time, so try these techniques to keep their attention: - Vary your speaking pace (faster to convey urgency, slower to express gravity) - Use intentional pauses to let key points land - Adjust your vocal tone (lower pitch for authority, higher for approachability) - Shift between slides, stories, and data at regular intervals Each change helps reset your audience’s attention and signals importance. 4. Build in structured interaction Don’t make your audience wait until the end of your presentation to interact. According to our research, presentations that incorporate audience engagement through polls, chat responses, or breakout discussions maintain attention longer. For the highest engagement: - Use a variety of interaction types throughout your presentation - Incorporate breakout rooms for small-group discussions - Switch modalities regularly to keep it interesting Remember: In virtual environments, you need to recreate the natural engagement that happens in person. Your virtual presentation success isn’t measured by perfection…it’s measured by action. Master these techniques and your audience won’t just pay attention, they’ll respond. #VirtualPresentations #CorporateTraining #WorkplaceLearning

Trainers must be more than experts— Here's the secret to delivering impactful training sessions, no matter what comes your way. As a trainer, being prepared for instant changes in the delivery of any concept requires a flexible and adaptive mindset. Here are key strategies to help you stay prepared: 1. Thorough Subject knowledge - 📕 Master the content so well that you can break it down or present it in multiple ways, adapting to the audience’s needs. This will allow you to explain complex ideas in simpler terms or delve deeper if required. 2. Audience Analysis - 🧐 Before the session, understand your audience's knowledge level, learning preferences, and possible challenges. This will help you anticipate where you might need to adjust your delivery. 3. Create a Session Outline - 📝 Have a structured outline that allows for adjustments. Include different examples, analogies, and activities so that you can switch methods if needed. 4. Plan for Flexibility 🧘 - Build in buffer time to the session plan, allowing you to address questions or revisit concepts without rushing. Be prepared to cut less essential content if time constraints arise. 5. Use Interactive Methods 🗣️ - Include interactive methods such as Q&A, group discussions, or problem-solving activities. These allow you to gauge understanding and shift the delivery based on immediate feedback. 6. Technology Familiarity - 🧑💻 Know the tools and platforms you are using so you can quickly adapt, whether it’s changing slides, moving between resources, or using multimedia to reinforce concepts. 7. Stay Calm and Confident ☺️ - If a change in delivery is necessary, remain calm and composed. Confidence reassures the audience, and maintaining a positive attitude will help you navigate unexpected changes smoothly. 8. Prepare Backup Plans 🖋️ - Have alternative examples, exercises, or activities ready in case the original approach does not resonate with the group. 9. Stay Current 🏃 - Keep up with the latest trends, tools, and methods in training and your field of expertise. This allows you to bring fresh perspectives and solutions to any spontaneous situation. 10. Gather Feedback ✍️ - After a session, ask for feedback to understand where adjustments were successful or where improvements are needed. This helps in refining your ability to adapt in future sessions. Being prepared for changes is about blending preparation with flexibility and having the confidence to switch gears when necessary. #confidence #trainthetrainer #training #softskills #leadership #communication #learning

Many people believe live trainings work better simply because people can talk to each other face‑to‑face, but that’s not the real reason. In reality, their effectiveness comes from something else entirely, they naturally follow a powerful learning rhythm. Great offline trainings follow one simple logic: action → reflection → understanding → application. This is Kolb’s Cycle. And it’s incredibly powerful. The problem? It was almost impossible to implement it in online learning. That’s why 90% of online courses look like “interactive lectures”: nice slides, videos, quizzes. But that’s content consumption, not transformation. And now - the unexpected twist. For the first time, online learning has caught up with offline experiences. Because AI removed the main barrier: it finally allows learners to get experience, reflection, and practice in a personalized way. Here’s how Kolb’s Cycle looks in modern learning design: 1️⃣ Concrete Experience — action Essence: the learner must do something, live through a situation, face a task — ideally experiencing difficulty or making a mistake that shows their current model doesn’t work. How online: role-based dialogue, scenario simulation. 2️⃣ Reflective Observation — reflection Essence: pause and think — what happened, what actions were taken, and why the result turned out this way. How online: interactive reflection prompts; AI coach provides feedback based on performance and the learner’s own reflections. 3️⃣ Abstract Conceptualisation — understanding Essence: form a new behavioural model — concepts, principles, algorithms that explain how to act more effectively. How online: short video lecture, model breakdown, interactive frameworks, checklists, interactive infographics. 4️⃣ Active Experimentation — application Essence: try the new model in a safe environment and observe the result. How online: AI-based simulation, situational exercise, case-solving with the new approach; AI coach supports and adjusts. The outcome? Online learning stops being “content” and becomes a behaviour tracker. A course becomes a training simulator, not a film. Kolb’s Cycle finally becomes real in digital learning. Do you use this framework? What results have you seen?

What's the best way to evaluate the effectiveness of leader development initiatives like coaching, mentoring and training? If we take a common framework like the Kirkpatrick Model, it clearly guides us to measure: 👉 Reaction: Did participants find the experience valuable or engaging? 👉 Learning: Did they acquire new knowledge, skills, or insights? 👉 Behavior: Did their actions or habits change as a result? 👉 Results: Did these changes lead to measurable organizational outcomes? The visual below provides us with a few more evaluation ideas and methods, which are helpful! I particularly like the focus on measuring success with objectives set at the start of the coaching programme (because it guides us to make sure the objectives are clear and realistic). The one I struggle with is "Impact on business performance In my experience, evaluating the direct link between leader development and business results (e.g., profits, savings, or productivity) is difficult and often misaligned with the true purpose of these initiatives. Leader development fosters long-term growth, enhances team dynamics, and shapes organizational culture—outcomes that don’t always translate into immediate business metrics. It’s also essential to manage expectations. If the primary goal of leader development is to see immediate improvements in business performance, it’s worth asking if those expectations are realistic. Initiatives like coaching and mentoring often result in intangible but powerful outcomes, such as: ✔️ Increased self-awareness ✔️ Improved team communication ✔️ Strengthened confidence and competency While these outcomes may not directly show up in quarterly metrics, they lay the foundation for sustained organizational success. This is why setting clear, measurable objectives at the start is so important. If the intended outcomes include changes like better communication or a shift in culture, these should be the focus of evaluation—not solely traditional business performance indicators. Leadership development IS NOT a quick fix for the bottom line. It IS an investment in the people and culture that drive long-term success. What methods or frameworks have you found helpful for evaluating #leadershipdevelopment? Leave your comments below 🙏 Image Source;: Jarvis J (2004) Research Gate

Coaches: three ideas to help players engage, learn, and perform… 1. An idea for engagement: at the beginning of every training session, spend two minutes helping players choose their own individual objectives for the session ahead. Coach questions: “What one aspect of your game are you going to work on today? What specifically are you going to pay attention to to work on this aspect? What will we see if this aspect improves?” Have players image (mentally rehearse) working on this aspect during each activity. In this way you’re helping players engage in Deliberate Practice. Practice on purpose. Intentional training! 2. An idea for learning: check for players understanding during water breaks… Ask a question… “How will the last activity helps us in the game on Saturday?” Ask the question and leave the players to talk amongst themselves… By doing so they get to think about the answer together…you get them to interpret the last activity individually and collective…and by retrieving what they’ve just engaged with, they’ll ingrain it in long-term memory in a deeper way 3. An idea for performance: ask players to pick two action-based words that they feel resembles who they want to be when they compete. For example - alert, alive, lively, relentless, calm, focused, upbeat, relaxed… Ask them to make these words their competitive persona…example: upbeat and relentless or calm and aggressive Ask them to embody their competitive persona during the game…no matter what! Why are action-based words important? Because they offer a blueprint for the style in which players want to take action. And because the ‘language network’ in the brain link with the body (the release of hormones, heart rate etc) By having a competitive persona, players can better take charge of themselves under pressure. Engage your players Help your players learn Help your players perform

Neurodiversity is seen as an "emerging field" - but understanding neurodiversity isn’t enough. 👋 HR managers, People Teams, and forward-thinking leaders… You need actionable tools, tailored insights, and someone who gets it to help embed this into your culture. Here's what you should look out for in your trainer: ✔️ Real-world experience: Lived experience and professional expertise to every session. Someone who doesn’t just know the theories—but has walked the path many of your employees are navigating. ✔️ Practical strategies: It's less about ticking boxes and more about giving your teams tools to foster understanding, improve communication, and create environments where everyone can contribute fully. ✔️ Intersectional focus: Neurodiversity doesn’t exist in isolation. I help organisations think about how gender, culture, and other aspects of identity interact with neurodivergence, creating more inclusive systems for all. ✔️ Engaging and relatable: Training shouldn’t be boring or jargon-filled. Making these conversations meaningful, interactive, and empowering for everyone involved. Are you ready to build a culture that attracts and retains diverse talent? Having trained over 80 FTSE companies on neurodiversity, you're in safe hands with me. Let's chat. 📩 #InclusiveLeadership #NeurodiversityInTheWorkplace #HRTransformation

Before I codified this, one loud voice could hijack my whole session. Now? I handle resistance without losing the room (or my authority) I used to let “just one comment” slide. Until it derailed the agenda. What started as a “quick comment” turned into a 40-minute detour. I watched the energy drain from the group. And from the client’s face. I was bringing my personal baggage Back then, I believed being “tough” made you less likeable as a facilitator. But I wasn’t being kind, I was avoiding discomfort. And that made me unclear. And unclear loses the room. Here’s my 2M framework, I wish I had years ago to protect focus and relationships. 𝗠𝗶𝘁𝗶𝗴𝗮𝘁�� (set yourself up for success): • Pre-session comms to set expectations • Co-create working agreements at the start • Introduce a ‘Parking lot’ early • Ask for permission to re-direct when needed 𝗠𝗮𝗻𝗮𝗴𝗲 (when things go off-track): • Notice and name the disruption, neutrally • Refer back to the group’s agreements • Add off-topic ideas to the Parking lot • Check: “Is this moving us closer to our outcome?” This approach earned me a long-term client who brings me back to facilitate strategy days with their global brand leaders. Why? Because I kept big personalities on track without making anyone wrong. And even had execs thank me for shutting them down. Turns out, clarity earns trust. Fast. And the tougher I’ve been as a facilitator, the more I’ve been respected. ♻️ Share if you’ve ever had to wrangle a room 👇 What’s your go-to move when a session goes off the rails?

I remember giving a welcome speech to a group of over 200 people in a hotel on the island Kos in Greece. It was my second season as a representative of a tour operator. My goal was to encourage the crowd to buy as many excursions and rent vehicles as they could. It was a huge sales pitch. I was incredibly successful. 20 years later, I‘m also presenting in front of 200 people. This time it’s not that easy to get a buy-in from every participant and reach the goal I intended. Ok, let’s be clear, nobody is for everyone. Neither am I, I know that. But talking about complex topics like how people are being excluded in the workplace and what we can do about it is a whole other thing. These topics are not easy to follow nor easy to accept. Why is behavioral change around DEI so difficult? Most Bias, Diversity, Equity & Inclusion trainings are designed to educate the employees and give them the information they are perceived to lack. This approach can be received as paternalistic, and implies that behavioral changes can only be created teaching knowledge. Participants might feel that there is something “wrong” with them. And, guess what? Of course that makes them feel defensive, and less motivated to change their behavior. The thing is, that people’s behavior is not only determined by their knowledge but also by other factors like their values, motivations, and anxieties. Therefore we need training approaches that go beyond just teaching people what to do. Trainings should respect the participants’ autonomy and give them tools to direct their own actions towards shared goals. That’s why I’ve been focusing on Empowerment in all of my formats where the participants are enabled to lead the change. It's also important to assume the participants are well intended (that's very hard for me since I'm biased myself). And let’s not forget that trainings around social justice can only be effective if the systemic issues that allowed bias in the first place are addressed in the organization. One training alone will not change anything. And, if being poorly conducted, it can actually harm the DEI efforts. A study from 2016 found that DEI trainings are effective if they focus on skill development and are conducted over a long period of time. What do we learn from this now? Yes, we need DEI trainings. Yes, you need more than a 1-hour training. Yes, the people you hire for this work should know about scientific-based and cognitive-behavioral approaches. Yes, systematic transformations in the organization are critical for a sustainable and successful cultural change. Do you believe in DEI trainings? How can DEI trainings be effective? #WorkshopFacilitation #Trainings #Diversity #Equity #Inclusion ALT Text in the picture and the comments.

🤔 How might you infuse more experiential elements into even the most standard Q&A session? This was my question to myself when wrapping up a facilitation course for a client that included a Q&A session. I wanted to be sure it complemented the other experiential sessions and was aligned with the positive adjectives of how participants had already described the course. First and foremost - here is my issue with Q&As: 👎 They are only focused on knowledge transfer, but not not memory retention (the brain does not absorb like a sponge, it catches what it experiences!) 👎 They tend to favor extroverts willing to ask their questions out loud 👎 Only a small handful of people get their questions answered and they may not be relevant for everyone who attends So, here is how I used elements from my typical #experiencedesign process to make even a one-directional Q&A more interactive and engaging: 1️⃣ ENGAGE FROM THE GET-GO How we start a meeting sets the tone, so I always want to engage everyone on arrival. I opted for music and a connecting question in the chat connected to why we were there - facilitation! 2️⃣ CONNECTION BEFORE CONTENT Yes, people were there to have their questions answered, but I wanted to bring in their own life experience having applied their new found facilitation skills into practice. We kicked off with breakout rooms in small groups to share their own experiences- what had worked well and what was still challenging. This helped drive the questions afterwards. 3️⃣ MAKE THE ENGAGEMENT EXPLICIT Even if it was a Q&A, I wanted to be clear about how THIS one would be run. I set up some guidelines and also gave everyone time to individually think and reflect what questions they wanted to ask. We took time with music playing for the chat to fill up. 4️⃣ COLLABORATIVE LEARNING IS MOST IMPACTFUL Yes, they were hoping to get my insights and answers, however I never want to discredit the wisdom and lived experience in the room. As we walked through the questions, I invited others to also share their top tips and answers. Peer to peer learning is so rich in this way! 5️⃣ CLOSING WITH ACTIONS AND NEVER QUESTIONS The worst way to end any meeting? "Are there any more questions?" Yes, even in a Q & A! Once all questions were answered, I wanted to land the journey by asking everyone to reflect on what new insights or ideas emerged for them from the session and especially what they will act upon and apply forward in their work. Ending with actions helps to close one learning cycle and drive forward future experiences when they put it to the test! The session received great reviews and it got me thinking - we could really apply these principles to most informational sessions that tend to put content before connection (and miss the mark). 🤔 What do you think? Would you take this approach to a Q&A? Let me know in the comments below👇 #ExperienceLearningwithRomy

A key part of my role in a previous organisation was delivering training. I was handed a standard deck from the corporate office. Product details, compliance pointers, pages of carefully curated content. But something felt off. The audience sat quietly. No questions. Low energy. And by the end of the session, I felt the same. It wasn’t the people. It was the format. Too much on the slide meant no room for thought. Reading bullet after bullet felt like reading the brochure out loud. So I began experimenting. I kept the content, but changed the delivery. Turned theory into interaction. I broke the topics into small, playful puzzles: fill-in-the-blanks, match-the-columns, unscramble-the-keyword rounds, even “pick the right option” caselets. Halfway through one session, someone smiled mid-discussion and said: “This actually feels fun, sir.” That one line told me something had shifted. To wrap up, I’d still walk them through the original slide deck, but now, the tough slides felt easier. Concepts clicked faster. Even the denser stuff passed in a breeze. Since then, this has become my go-to approach. Fewer bullet points. More buy-in from the room. Because if your slides already say everything.... why should anyone stay awake? Ever led a session where you felt like you were talking to the slides, not the people? What helped you bring the room back? #FinanceKeFunde #TrainingDesign #InteractiveLearning #CorporateTraining #Facilitation #PowerPointTips #LearningByDoing #FinanceEducation