How to get the best out of me: The management trainer

With more than 500 management training courses delivered, Paul Streeter knows what it takes to make them successful. Here he gives readers some tips and advice.

What information must-haves do you need before conducting a management training course?

What is the purpose, what are the delegates expected to achieve and what are they going to do afterwards? The only reason for attending any programme is to apply what is learned in the real world, so I have to know what the precise goals of the training are.

How can the training manager who books you help you to deliver the most appropriate training?

Ensure the delegates are fully briefed about the programme, objectives and their reasons for being there. It doesn't have to be the training manager - in most cases it should be the delegates' nominating manager. Briefing often does not happen and it concerns me that if they weren't briefed, then they probably won't be debriefed. Delegates need their managers to work with them on their action plans and help them to apply their learning through effective coaching and on-job support.

What is the best room layout?

Three 'group' tables with five or six delegates at each table.

What contact would you make with delegates before a management training course?

Usually none, unless there's some pre-course work that needs explaining.

What equipment do you need?

Always a flip-chart, but that's my style of training: running a workshop with lots of discussion and outputs from the group as well as me. A plasma screen for linking up laptops for PowerPoint is usually required. But that's about it - I like to keep things as simple as possible on the delivery front.

What do you need to know about delegates before a course?

That they have been briefed thoroughly.

What is the best way to get delegate evaluations of your courses?

Let them take the evaluation sheet away to complete, giving them two days, maximum, to get it back to the training manager. The quality always goes up when you allow some time.

What is the most effective way to maximise the impact of your training?

Ask each delegate to complete a detailed action plan for themselves before they leave the course. Type this up and e-mail it to them within two days and then follow up on the action taken and results achieved via a formal discussion three or four weeks later. The nominating manager should also do this.

What is your opinion of 'happy sheets'?

These are to be avoided.

What is your favourite training video/DVD?

I rarely use video/DVD - the only one I use is a BBC video on coaching skills.

How should training managers select candidates for management training?
In line with the career aspirations of the individual and the likelihood of them being able to apply the learning in the real world. And what the candidate wants to learn and why. I sometimes think delegates turn up on programmes because their manager recommended it, but no detailed discussion about relevance, outcome, learning and application in the real world has taken place.

How often do you have delegates on your management training courses who you think are not cut out for managerial roles?

Not often, but it does happen. You are also likely to get individuals on a programme deciding afterwards that, if this is what management is about, it isn't for them.

In such cases, what would you say to the training manager?

Ask them to meet with the candidate to explore their motivations for the role, having explained my concerns first. Actually, if the training manager is happy for me to talk to them then I'll do that.

What is you best tip on particular content/exercises in management training?

Do something first thing in the morning and immediately after lunch that generates activity - where possible both mental and physical. My favourite starter exercise is to ask them what their hopes for the programme are, what their fears are and what their precise learning objectives are.

What levels of management training have you conducted?

Most of my work is, and has been, with first-line managers and those with experience who want to review and refresh.

How long have you been a management trainer?

Since 1976 - almost 30 years. But then I started when I was three years old.

Paul Streeter, a training services, company director, has run management training courses for more than 25 years.