Training Session Scheduling

The 3-hour productivity window after waking. Your brain will never be sharper than this. Your prefrontal cortex operates at full capacity for 2-3 hours after waking. Executive function, decision-making, strategic thinking, impulse control. Then it gradually depletes throughout the day. Hours 0-3 after waking are your peak window. Strategy work, complex decisions, deep work, creative problem-solving. This is when your brain handles the hardest tasks with the least effort. What not to do during peak hours. Meetings, email, admin work, reactive tasks, low-stakes decisions. Wasting Hours 0-3 on email means your peak cognitive capacity is spent on reactive work. Strategic work gets pushed to depleted hours. Lower quality output on important tasks. The science. Cognitive performance follows circadian rhythms. Attention, working memory, executive functions peak in first hours after waking. Your brain consumes 20% of your body's glucose. Complex tasks deplete it faster. After 3-4 hours, glucose drops, performance declines. The cost of getting this wrong. Scheduling important work at Hour 5 means 40% longer to complete, 3x more errors, decision quality compromised, output requires revision. The fix. Block Hours 1-3 for deep work. No meetings, no email, no Slack. Schedule important decisions and creative work for Hours 1-3. Meetings and collaboration Hours 4-6. Email and admin after Hour 6. Research shows cognitive performance varies by 30-40% based on time of day alone. Protect your peak hours. ------------------------------------------------- Follow me Dan Murray for more on habits and leadership. P.S. If you want 2026 to feel different, don’t start with goals. Start with clarity. Most people don’t need more discipline. They need to understand what’s been draining them and what deserves their energy. I’ve spent years refining a simple process to help you with exactly that. Download my short PDF guide https://lnkd.in/eniDNptW I'll see you there.

The first 5 minutes of your workshop decide everything. Most facilitators waste them. Here's what typically happens in the first 5 minutes: → "Let me tell you a bit about myself..." → A slide with the agenda → An icebreaker that has nothing to do with the work → "Let's go around and share your name, role, and a fun fact" By minute 5, your participants have already decided: → Is this going to be worth my time? → Will I have to sit and listen all day? → Is this person going to lecture me or let me work? And most facilitators have accidentally answered all three questions wrong. Here's what the best facilitators do instead: Move 1: State the outcome in one sentence. (30 seconds) Not your bio. Not the agenda. Not a welcome slide. One sentence that tells the room exactly what they'll walk out with. → Not: "Today we'll explore team dynamics and communication." → Instead: "By 4pm, your team will have a written conflict resolution process you'll use starting Monday." That sentence does more work than any introduction. It tells participants this session has a point and their time won't be wasted. Move 2: Set the rules of the room. (60 seconds) → "You'll do 95% of the talking today. I'm here to run the process." → "Phones away unless you're using them for the exercises." → "You can disagree with anyone, including me. That's encouraged." Three sentences. Now everyone knows how this room works. No one's spending mental energy guessing. Move 3: Get them working immediately. (3 minutes) Not talking about the work. Doing the work. → "Grab a pen. Write down the one team conflict that's cost you the most time in the last month. You have 90 seconds." → "Turn to the person next to you. Share what you wrote. You have 2 minutes." Within 3 minutes, every person in the room has done something. They've committed an opinion to paper. They've spoken out loud. The session is no longer something happening to them. They're in it. That's your first 5 minutes: → 30 seconds: the outcome → 60 seconds: the rules → 3 minutes: first activity No bio. No agenda slide. No fun facts. Why this works: The first 5 minutes set the pattern for the entire session. If you start by talking at people, they expect to be talked at for the rest of the day. If you start by getting them working, they expect to keep working. You're not just opening a workshop. You're training the room on how this session operates. The facilitators who lose the room in hour 2 almost always made the same mistake: they spent the first 5 minutes telling the room this was going to be another session where someone talks and everyone else listens. By the time they try to get participation, the pattern was already set. First 5 minutes. Outcome. Rules. Work. Everything else follows from there. ___ Save this for later (three dots, top right). Share with friends → ♻️ Repost. Get consultant-grade workshops every Sat → https://lnkd.in/eSfeUapJ

“Train-the-trainers” (TTT) is one of the most common methods used to scale up improvement & change capability across organisations, yet we often fail to set it up for success. A recent article, drawing on teacher professional development & transfer-of-training research, argues TTT should always be based on an “offer-and-use” model: OFFER: what the programme provides—facilitator expertise, session design, practice opportunities, feedback, follow-up support & evaluation. USE: what participants do with those opportunities—what they notice, how they make sense of it, how much they engage, what they learn, & whether they apply it in real work. How to design TTT that works & sticks: 1. Design for real-world use: Clarify the practical outcome - what trainers should do differently in their next sessions & what that should improve for the organisation. Plan beyond the classroom with post-course support so people can apply learning. Space learning over time rather than delivering it in one intensive block, because spacing & follow-ups support sustained use. 2. Use strong facilitators: Select facilitators who know the topic & how adults learn, how groups work & how to give useful feedback. Ensure they teach “how to make this stick at work” (apply & sustain practices), not only “how to deliver a session.” 3. Make practice central: Build the programme around realistic rehearsal: deliver, get feedback, & practise again until skills become automatic. Use participants’ real scenarios (especially change situations) to strengthen transfer. Include safe practice for difficult moments (challenge, unexpected questions) & treat mistakes as learning. Build peer learning so participants learn with & from each other, not just the facilitator. 4. Prepare participants to succeed: Assess what participants already know & can do, then tailor the learning. Build confidence to use skills at work (confidence predicts application). Help each person create a simple, specific plan for when & how they will use the approaches in their next training sessions. 5. Ensure workplace transfer support: Enable quick application (opportunities to deliver training soon after the course), plus time & resources to do it well. Provide ongoing support (feedback, coaching, & encouragement) from leaders, peers &/or the wider organisation. 6. Evaluate what matters: Go beyond satisfaction scores - assess whether trainers changed their practice & whether this improved outcomes for learners & the organisation. Use findings to improve the next iteration as a continuous improvement cycle, not a one-off event. https://lnkd.in/eJ-Xrxwm. By Prof. Dr. Susanne Wisshak & colleagues, sourced via John Whitfield MBA

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

Your meeting room passed every technical test. So why won't users use it? Integrators install stunning meeting rooms. Equipment specifications exceed requirements. Signal paths check out perfectly. Every LED indicator shows the right colour. The room gets signed off as complete. A technically functional room isn't the same thing as a finished room. Completion requires users who confidently operate systems without assistance. That demands proper documentation and training - the elements many projects omit. Consider what users actually receive. Equipment manuals written more for technicians, not end users. Quick reference guides covering basic functions but not realistic scenarios. Perhaps a single training session during installation whilst construction dust still settles. Then everyone expects the room to work. Research shows 15% of meeting time is wasted due to technical difficulties. That's not equipment failure - it's user capability gaps. When systems require IT support to start basic meetings, the design has failed regardless of technical excellence. Users need scenario-based guides, not technical specifications. "How do I present to remote participants whilst sharing my laptop screen?" matters more than HDMI signal path diagrams. Visual step-by-step instructions for common tasks. Troubleshooting guides for predictable problems. This documentation should exist before room handover, not weeks later when IT finally finds time. It should be tested with actual users - not engineers - before finalisation. Single training sessions fail. Users forget procedures they use infrequently. Effective training requires multiple touchpoints: initial sessions during installation, refresher sessions post-launch, ongoing support resources, and champions within teams who understand systems thoroughly. Employee turnover means tech must enable confident use with minimal onboarding. If your room needs extensive training just to start meetings, it's overspecified for user capability. Admittedly many problems are baked in because users were not consulted before the design process began! This is what our forthcoming AVIXA standard on UX Design for AV is all about, a subject that Adam Banks and I teach and consult on. In our consulting practice, we emphasise that room completion includes verified user capability, not just technical functionality. The best equipment specification becomes worthless when users lack confidence to operate it. My bi-weekly newsletter 'Industry Standard' explores user experience design in AV systems. Subscribe: https://lnkd.in/ekQ3AdCb How do you define when a meeting room installation is actually finished - and who verifies users can operate it confidently? #MicrosoftTeamsRooms #AVTweeps #UX4AV #EASEMethodology #HybridMeetings #AVUserGroup #LTSMG #Schoms #AVIXA

A lot of time and money goes into corporate training—but not nearly enough comes out of it. In fact, companies spent $130 billion on training last year, yet only 25% of programs measurably improved business performance. Having run countless training workshops, I’ve seen firsthand what makes the difference. Some teams walk away energized and equipped. Others… not so much. If you’re involved in organizing training—whether for a small team or a large department—here’s how to make sure it actually works: ✅ Do your research. Talk to your team. What skills would genuinely help them day-to-day? A few interviews or a quick survey can reveal exactly where to focus. ✅ Start with a solid brief. Give your trainer as much context as possible: goals, audience, skill levels, examples of past work, what’s worked—and what hasn’t. ✅ Don’t shortchange the time. A 90-minute session might inspire, but it won’t transform. For deeper learning and hands-on practice, give it time—ideally 2+ hours or spaced chunks over a few days. ✅ Share real examples. Generic content doesn’t stick. When the trainer sees your actual slides, templates, and challenges, they can tailor the session to hit home. ✅ Choose the right group size. Smaller groups mean better interaction and more personalized support. If you want engagement, resist the temptation to pack the (virtual) room. ✅ Make it matter. Set expectations. Send reminders. And if it’s virtual, cameras on goes a long way toward focus and connection. ✅ Schedule follow-up support. Reinforcement matters. Book a post-session Q&A, office hours, or refresher so people actually use what they’ve learned. ✅ Follow up. Send a quick survey afterward to measure impact and shape the next session. One-off training rarely moves the needle—but a well-planned series can. Helping teams level up their presentation skills is what I do—structure, storytelling, design, and beyond. If that’s on your radar, I’d love to help. DM me to get the conversation started.

Great training does not happen by chance. It happens by design. After years of conducting workshops across industries, I have realized something simple but powerful. People do not learn when you speak. They learn when they engage. The most memorable programs I have delivered, the ones people talk about months later, all had one thing in common. Participants did not sit and listen. They moved, reflected, discussed, practiced, and applied. Here are the seven training methods that consistently create the strongest learning experiences for teams: 1. Experiential Activities People learn best by doing. Simulations, team challenges, and real scenarios create instant connection with the concept. 2. Case Studies Real stories make learning real. When participants analyze situations they relate to, insights come naturally. 3. Role Plays This is where theory becomes skill. Whether it is feedback, negotiation, or communication, practice builds muscle memory. 4. Group Discussions People bring more wisdom than any slideshow ever can. Peer learning is one of the most underrated tools. 5. Games and Gamification Competition adds energy. Games break inhibitions and make even serious topics enjoyable. 6. Video Based Learning A thirty second clip can spark more reflection than ten slides. Videos trigger emotion and emotion drives change. 7. Reflection Tools Journaling, self assessments, feedback rounds. This is where participants internalize what they have learned and turn insight into action. A training session is not a presentation. It is an experience. The richer the experience, the deeper the learning. If you want to conduct engaging training workshops for your organization, connect with me

The most underrated productivity hack isn’t what you do it’s when you do it. Here’s a simple framework to align your schedule with your biology and get more done with less effort. First, forget the to do list start with a when to do list. Because research shows that we don’t feel or perform the same throughout the day. We move through a predictable pattern: Peak → Trough → Recovery And lining up your task to match that pattern is a game-changer. During the PEAK (usually mornings for 80% of people), your brain is most vigilant. It’s the best time for: Writing Data analysis Strategic thinking Any work that requires brainpower and precision. During the TROUGH (early to mid afternoon), your energy dips. Mistakes go up and productivity nose dives. It’s the best time for: Routine email Scheduling Admin work This is the time to take it easy by design. During the RECOVERY (late afternoon into early evening), your mood improves, but your focus is looser. That looseness makes this the best time for: Problem solving Creative work Conversations What if you're a night owl? Good news: you still have a pattern it’s just shifted later. Peak focus might hit at 6PM. Creative bursts might arrive at midnight. This isn’t about working harder. It’s about working smarter on your body’s schedule. If you know your when, you’ll get better at your what.

Demonstrating the value of learning is easier than you think! In a recent workshop with The Institute for Transfer Effectiveness, I demonstrated how! One workshop participant was designing safety training to help employees use Microsoft 365 strategically to prevent data breaches. She was struggling to capture the value of the program for organizational leaders to understand. I used an alignment framework that incorporates Rob Brinkerhoff’s 6 L&D value propositions and mapped out how to connect her learning program with metrics that matter to organizational leaders. Here’s what that looked like! Aligning learning activities, initiatives or programs to strategic business outcomes is like looking for the through line between disparate things: learning, human performance, departmental key performance indicators, and organizational metrics. This can feel nearly impossible. The glue that holds these seemingly disparate things together are Brinkerhoff’s 6 L&D value propositions. In the safety training example we started by identifying the most relevant value proposition for the program. In this case, it was Regulatory Requirements: a learning program designed to ensure employees are complying with industry specific rules and regulations. Then we connect the L&D value proposition (Regulatory Requirements) with the most relevant outcome for the organization. In this case, it was Net Profit. If employees are complying with industry-specific rules and regulations, this consistent practice will save the organization money in fines, lawsuits, or dealing with the unpleasant consequences of safety challenges (like a data breach). Then we must do the hard work unpacking what people will be doing to support the targeted departmental KPIs. If you’re struggling to figure out the KPIs, you’ll likely find them by asking department leaders what problem they are experiencing on a regular basis that they would like solved. In this case it was too many data breaches and too many outdated files on the server causing misinformation and inconsistent practices. I discovered that what people could be doing differently to support the desired KPIs was adhering to updated protocols on how to manage data and documents within the 365 suite. If people followed the protocols with 100% fidelity, departments would experience a reduction in data breaches. Now … we have the behaviors to target in our training program and the data to use to show the value of learning: Learning metrics: Training attendance and completion rates. Capability metrics: Percentage of fidelity to data and document protocols before and after training. KPI metrics: # of documents on the server that are outdated (being at 20% of lower), # of data breaches per department being at 1 or less annually. Organizational metric: Net Profit How will you use the 6 L&D value propositions and alignment framework to tell your learning value story? #learninganddevelopment #trainingstrategy #datastrategy

L&D should fuel business growth... Otherwise, it's just a cost. Too often, L&D operates in isolation. Without alignment, training feels like an chore. Align L&D with business goals for measurable impact. Here’s a roadmap to get started: 1. Identify Key Business Goals: Define your strategic objectives. Gather top goals from leadership for clarity. 2. Map L&D to Business Outcomes: Tie learning directly to tangible outcomes. Use needs analysis to target high-impact skills. 3. Prioritize Core Skills and Gaps Focus on the skills that drive growth. Build a skills matrix to guide L&D investment. 4. Design Targeted Learning Initiatives: Create programs tailored to business needs. Personalize training paths to close specific gaps. 5. Track and Measure Success Use performance metrics to monitor L&D’s impact. Leverage LMS data to refine and improve outcomes. When L&D aligns with strategy, it becomes an asset. Drive growth by building a future-ready workforce. Follow Jonathan Raynor. Reshare to help others.