In the space of a work week we may find
ourselves having to shift from trainer, to facilitator to keynoter to
consultant; making allowance for varying paradigms of power, presence and
expertise and perpetually judged by how well we do that. Yet with the challenge,
the responsibility, the skills, patience, energy and empathy required comes an
extraordinary privilege. Whether it is a two-hour Special Interest Group
session or a certificate program, those participants entrust their learning to
us. We know they are ultimately accountable for their own development. Yes, we
could theoretically do a brilliant job with a closed learner and make no
difference to their lives. However if we can’t establish credibility, an open
safe environment, if we create confusion rather than clarity, we have abused
the privilege. Thus it behooves us not to be good, but great.
Greatness in the training room is
not about the quality of the materials or technological wizardry but the
ability to capture interest, create relevance and insight and develop “skills
for Monday” – sure signs of learning.
One way to stimulate learning is to use
story. Every participant comes with a story. Some of the most vivid stories are
the ones that bring them to us cynical and dejected, even fearful of what they
might learn. And if we are apathetic towards their stories we are throwing mud
against the wall in the hope some of it will stick. We will use story to
establish credibility. Even self-deprecating facilitator introductory stories
are designed to break down barriers and demonstrate self-awareness and humility
such that groups will warm to us.
Participant introductions, however
unimaginative, are opportunities for them to share some small figment of their
personal and professional story. Twenty participants may come from 20
organisations and that number of professional backgrounds. How we do help them
find common ground and shared meaning? We can tell stories and encourage them
to do the same such that they can place themselves in the stories and find inspiration
and discipline to try new things. Analogy, metaphor, values through action and
third person stories are subtle and indirect ways of asking people to confront
fears, change attitudes and behaviours without platitudes or bullying.
How often have we done our homework on
a group and told stories that packed a punch “without looking at anyone in
particular”. How easily could we otherwise sell messages like: “We think your
boss probably sent you because you have poor people skills” or “You are so arrogant,
it’s no wonder the older experienced staff in your workplace won’t share
anything with you". Far better to tell a story about some mythical person
out there and weave a spell around a situation that punches participants in the
stomach without any risk of an assault charge!! We don’t need them to own up to
us but to themselves.
So that stories are not accompanied by
a cringe factor, they must be authentic. One way to do that that is to make
sure they’re our own. And if ours aren’t good enough, only use the best and
acknowledge the source! By incorporating story telling into our repertoire we
further the possibility of being true unlockers of (not
onlookers to) human potential.
