Elaine Biech is president and managing principal of ebb associates inc, an organizational and leadership development firm that helps organizations work through large-scale change. Her 30 years in the training and consulting field include support to private industry, government, and non-profit organizations.

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• Foreword xvIntroduction 1About This Book 2Foolish Assumptions 2Icons Used in This Book 3Beyond the Book 4Where to Go from Here 4Part 1: So You’re Going to Be a Trainer 5Chapter 1: Exploring Training and Talent Development 7Introducing the Exciting Role of Training 8Learning happens all the time 9Understanding why training is necessary 10Learning is essential to career advancement 13Training isn’t just for business 13Discovering What Trainers Do 14Assessing your training potential 15Taking stock of your skills 16Scoring your self-assessment 17How do you become a trainer? 20Exploring the Terminology of Talent Development 22Who’s who? 23What’s what? 24Experiencing the Advent of the Talent Development Role 25Merging training and talent development 25Realizing the many hats worn by a 21st centuryTD professional 26Determining whether you have what it takes 28Chapter 2: How Adults Learn 31Learning About Adult Learning Theory 31Meeting Malcolm Knowles 32Applying adult learning theory to training 33Understanding How People Learn 35The science of learning 35Three types of learning: KSAs 36What we know for sure about how we learn 38Brain-based learning: It’s a no-brainer 39The growth mindset 41The 70-20-10 learning framework 42Ensuring That Adults Learn in the Classroom, Online, and on the Job 45Create a safe haven for learning 45Create a comfortable environment 46Encourage participation 48Facilitate more than you deliver 48Chapter 3: Introducing the Training Cycle 51The Training Cycle: An Overview of ADDIE 52Analyze needs 53Design the training 53Develop the program 54Implement the design 56Evaluate the results 56Add a touch of design thinking 58Talking the T&D Talk 59Learning and the Training Cycle 62Variety and flexibility 63Conditions of learning 63Part 2: T&D: The Training Part 65Chapter 4: Analyzing Needs and Designing Learning 67ADDIE: Starting with Evaluation in Mind 68Analyze by Conducting a Needs Assessment 68The why, how, who, and when of needs assessment 69Is training really what’s needed? 76If your time is limited 78Designing the Learning 80Aligning to your organization’s needs 80Planning how to deliver your content 81Writing Objectives 83What objectives should do 83Task analysis 87Chapter 5: Developing the Training Program 89Deciding Where to Begin 91Choosing virtual, classroom, or hybrid 92Using hybrid models 94Starting to develop a program 95Developing a Dynamic Opening 96Warming things up with icebreakers 97Considering other elements your participants expect 98Developing the Body to Ensure That Learning Occurs 100Knowing the value of lectures 101Contemplating countless alternatives to a lecture 103Selecting activities 110Adding Zest with Visuals 115Knowing why you need visuals 115Creating effective visuals 116Planning for Inclusivity 118Reflecting diversity in learning and development content 118Planning for inclusive learning environments 119Designing a Finale That Brings Closure 120Ensuring that you’ve met expectations 121Providing a shared group experience 121Evaluating the learning experience 121Requesting feedback and suggestions 122Summarizing accomplishments 122Ending on a high note 122Selecting Off-the-Shelf Materials 123Determining whether off-the-shelf materials meet your needs 124Adapting the design of a prepackaged program 124Pulling It All Together 125Understanding factors that affect a design 126Applying strategies for a good design 127Developing materials 128Chapter 6: Implementing Learning: It’s Showtime 131Opening Your Training Session with a BANG, Online or Off 132Build interest in the session 133Ask what participants know and what they want to know 133Note the ground rules and what to expect 133Get participants involved 135Avoiding Seven Disastrous Debuts 136Creating a Supportive Learning Environment 136Get to know your participants 136What’s in a name: Five secrets to remembering names 137Let them know about you 140Training Like a Pro 140Presentation skills 140The participants’ materials 145Notes: To be or note to be 146Asking and Answering Questions 148Encouraging participants to ask questions 149Answering questions: Some guidelines 150Asking questions 151Creating Smooth Transitions 152Wrapping Up an Effective Training Session 153Providing a shared group experience 154Evaluating the learning experience 154Gaining commitment to action 154Sending people off with a final encouraging word — or two 155Chapter 7: Evaluation: It’s Not Over Yet! 157Grasping the Purpose of Evaluations 158Reviewing Kirkpatrick’s Four Levels of Evaluation 159Level 1: Reaction 160Level 2: Learning 161Level 3: Behavior 162Level 4: Results 163Guidelines for measuring the Four Levels 163Taking a deeper look at evaluation methods 171Using ROI for Training 173Exploring the ROI process 174Knowing the benefits of ROI 175Evaluation: The Last Training Cycle Stage but the First Step to Improvement 178Chapter 8: Getting Results: Transfer of Learning 181Making Your Training Memorable: Follow-Up for the Other 50 Percent 182Recognizing barriers to transfer of learning 182Using strategies for transfer of learning 183Doing What Great Trainers Do after Training 188Understanding Your Talent Development Professional Role 189Part 3: What ADDIE Doesn’t Tell You 193Chapter 9: Being Prepared to Succeed 195Preparing Your Environment 196Knowing when, where, what, and who 196Making onsite room arrangements 197Getting equipment and visuals ready 201Preparing Your Participants 205Preparing participants: What works? 205Using unique virtual participant preparation 206Preparing participants: What doesn’t work? 207Preparing Yourself 208Preparing to avoid crises 208Preparing for Virtual ILT 210Finding out who’s in your session 211Practice, practice, practice 212Tips for staying organized 213Preparing your body and brain 216Tips for traveling if you must 217The procrastinator’s checklist 217Last-minute virtual session preparation 220Doing Double Duty for Hybrid Delivery 220Chapter 10: Your Job as a Facilitator 225Training, Facilitating, and Presenting: What’s the Difference? 226Are you a trainer or a facilitator? 226Using facilitative skills when you present 228Facilitating Successful Training 230Experience is the best teacher 233Tips for facilitating activities 235Participation Prescription: Continue to Increase the Dosage 238Gotta play the game to perform 238Participants’ expectations of participation 240Increasing participation — or why are they called “participants”? 240REACTing 249Chapter 11: Mastering Media and Other Visuals 251Selecting the Best Visual to Do the Job 252Knowing what’s available 252Understanding the benefits 254Creating Your Own Powerful Video 255Ensuring That Visuals Add to the Learning 257Computer projection systems 257Videos 258Participant devices 258Flip charts 259Boards of all types (including electronic) 261Props 262Presenting Like a Pro 263Using visuals in general 263Using specific media and visuals 265Exploring the Other Media: Social 269Hot Tips for a Cool Ending 272Chapter 12: Addressing Problems: What’s a Trainer to Do? 273Tackling Training Problems 273Uncovering logistics problems 274Coping with equipment problems 274Accepting personal situations 277Confronting difficult group situations 279Learning that training is not the solution 281Taking a COOL approach 283Using humor to deal with problems 283Managing Disruptive Behaviors 284Preventing disruptions 285Managing disruptive types 286Addressing Virtual ILT Problems 290Not enough time to get participation 290Attending to distracted participants 290Reading body language 291Sweaty Palms, Parched Throat: Overcoming Nervousness 291Understanding pre-performance jitters 292Accepting your nervousness as natural 292Mastering nervous symptoms 294Tips for specific anxiety problems 298Preventing and Resolving Problems 300Part 4: T&D: The Talent Development Part 301Chapter 13: Your Talent Development Role 303Expanding Talent Development 304Onboarding 305Leading change 306Coaching managers 306Coordinating mentoring opportunities 306Internal consulting 307Building teams 307Transforming Workplace Learning 308Seeing how talent development is important to organizations 308Confirming that talent development is important to employees 310Supporting the C-Suite 311Discovering Your Organization’s Learning Foundation 312Determining an organization’s talent development readiness 314Describing the TD foundation 315Summarizing your TD responsibilities 315Exploring the TD organizational readiness checklist 316Is Your Organization Ready? 320Chapter 14: Building a Learning Culture 321Defining a Learning Culture 322The Rationale for a Learning Culture 323Learning Organizations and Learning Culture 324Imagining your organization’s learning culture 324Knowing what inhibits a learning culture 325Cultivating Your Organization’s Learning Culture 326Getting your leaders involved 327Linking learning to business 327Taking action 329Sustaining a Learning Culture 335Maintaining the Culture with Logistics 336Governing body 337Senior leadership role 337Annual update 337Communication and marketing 337Continued accountability for the effort 338Can Organizations Learn? 338Chapter 15: Employee Development Is Everyone’s Job 339Exploring Organizational Mindsets 339Having a growth mindset 340Having a learning mindset 340Recognizing other mindsets 340An organizational mindset for today’s learner 341Ensuring That Managers Develop Employees 342Helping managers be better coaches 343Helping managers and supervisors with development ideas 344Helping managers give better feedback 344Creating Employee Accountability for Their Own Development 348Delivering Learning through Others 348Helping the part-time trainer 349Enhancing team learning 350Influencing informal learning on the job 352Revealing Six Secrets to Build Successful Partnerships with SMEs 352Secret 1: Clearly define the expectations you have for the SME 353Secret 2: Use criteria to select SMEs 353Secret 3: Ease new SMEs into their roles 354Secret 4: Tap into the SME’s expertise 354Secret 5: Adapt your style 355Secret 6: Provide timely feedback and appreciation 355Part 5: The Professional Trainer 357Chapter 16: The Consummate Professional 359Growing Professionally 359Attend formal learning events 360Search for certification and classes in many topics 360Ask others 361Do it yourself 362Going the Extra Mile: Stay on Top of Your Game! 364Go from good to great 364Where’s your energy? Stay pumped! 365Design 367What does being professional mean to you? 367Giving Back to the Profession 370Chapter 17: Talent Development Certification 373Introducing ATD 374Finding out why ATD’s mission is important 374Understanding what ATD does 375Accessing resources through ATD 375Understanding ATD’s Talent Development Capability Model 376Getting an overview of the Capability Model 376Recognizing the value of a competency framework 379Certification: What It Means for You 380Knowing the difference between certification and certificate programs 380Understanding the value of certification 381Taking a Quick Look at ATD CI Certification 382Seeing the link between capabilities and certification 383Applicant process 383Being a role model for learning 385Chapter 18: The Future of the Talent Development Profession 387Envisioning the Workplace of the Future 388Living in the midst of a colossal change 388Blame it on the virus and VUCA 391Identifying how VUCA relates to you 392Exploring the Changing TD Environment 394Spending is increasing for talent development 394Finding and retaining talent is vital 395Coaching the essentials is key 395Encouraging continuous learning 396Planning for a metaverse future 397Tapping into training technology 397Making use of brain-based learning 398Seeing how less is more 399Embracing virtual learning 399Training on the run 400Including DEI and culture 401Preparing millennials for leadership roles 401Helping Everyone Learn to Learn 402Seizing the Future of Learning 403Preparing Yourself for Change 404Exploring content for a changing world 405Researching new roles 406Becoming a lifelong learner 408Sharpening your skills 409Taking stock; taking action 409Maintaining your personal spark 409Part 6: The Part of Tens 411Chapter 19: Ten Virtual Warm-Ups 413Someone Once Said 414Test Their Mettle 414Chat Away 415Expect Expectations 415At the Movies 416Going Live 416Vote Early, Vote Often 416Show Me the Picture 417How Was the Homework? 417Annotate It 417Chapter 20: Ten Quick Ways to Enable Social Learning 419Blogs for Your Future 419Accountability Partners or Trios 420Personal Learning Groups 420Follow Up with Fun 421DIY Career Paths 421Peer Coaching Circles 421Video Posts 422Volunteer Activities 422Feedback Incentive 423Pictures of Proof 423Index 425