The Trainer's Portable Mentor

In this Book

• Website Contents
• Introduction
• Introduction to Section One
• Avoiding Biased Questions for Training Needs Assessments
• Taxonomy of Learning Designs
• Designing Instructional Strategies—A Cognitive Perspective
• Don't Be an Order Taker
• Never Lose Sight of Your Audience
• If You Don't Know where You Are Going, You will Probably End up Somewhere Else
• ISD—Faster/Better/Easier
• Front-End Analysis, Implementation Planning, and Evaluation—Escaping the Pamela Syndrome
• Creativity, Emergence, and the Design of Learning Experiences
• Creating Sacred Space
• e-Learning Content—Sorting Through the Tonnage—A Quick Anatomy Lesson for Those on the “Buy Side”
• Blended Learning Strategies for Knowledge Workers That Work
• Confessions of a Gamer—I See Games
• Conclusion to Section One
• Introduction to Section Two
• Make Adult Learning Come to Life
• Making Workshops Work—Lessons from an Old Pro
• Incredible Credibility
• Enlarging the Pool of Participation at the Beginning of Any Training Session
• How Learners Are Motivated
• Applying Self-Determination to Training
• The Best Training I Never Did!
• Some Basics from a Couple of Training Pro's—Training is More than What You Say
• The Synergy of Co-Facilitation—Creating Powerful Learning Experiences
• Learnertainment®
• Seven Strategies on How to Use Stories to Increase Learning and Facilitate Training
• Dealing with Difficult Issues in Training
• Conclusion to Section Two
• Introduction to Section Three
• Capturing Learning Opportunities within Your Organization
• New Accountabilit—Non-Financial Measures of Performance
• Discovery Learning—The Driving Force behind Achieving Real Organizational Change
• The Integrated Approach to Leadership Development
• Independent Means—Taking Control of Internal Knowledge and Minimizing Dependency on External Expertise
• Return on Intelligence—The New ROI
• Turnover—Slaying the Monster One Touch at a Time
• Creating Credibility with Senior Management—A Simple Approach for Connecting Training to the Business
• Work Learning—Beyond the Classroom
• A Business Approach to Learning—Increasing Profits Through Marketing Methodologies
• Conclusion to Section Three
• Introduction to Section Four
• Beyond ROI—To Boldly Go where No Training Evaluation Has Gone Before
• Linking Learning Strategy to the Balanced Scorecard
• Taking a Strategic Approach to Evaluation — Proving and Improving the Value of Training
• Measure and Optimize Training's Impact
• Formative Evaluation—Getting it Right the First Time
• Measuring the Impact of Leadership—Fact or Fiction?
• Transition Planning Steps for Building and Sustaining a Results-Based Learning Focus
• Demonstrating Your Worth to Management with Credible, Business–Focused Results
• We Know We Got There
• A Four-Part Strategy for Communicating Business Value
• Measuring Time to Proficiency
• Making “Cents” from Your Training ROI—How Organizations Can Make Training Accountable
• Conclusion to Section Four
• Introduction to Section Five
• What Makes a Good Trainer and Facilitator
• Lifelong Learning
• Learn to Communicate in Business-Speak
• The Trainer as a CAPABLE Leader
• Trusting Relationships in Learning
• The Need for Personal Vision
• Ten Strategies for Building Successful Partnerships
• Developmental Assignments
• Don't Fight the Future
• Five Ideas on How to Take Charge of Your Recharging
• Conclusion to Section Five
• Who's Who in Training and Development