Further Education - Knowledge Transfer or KnowHow Update?
Seminars with experienced executives are always an interesting and exciting event.
Because in contrast to junior executives experienced executives come already with a certain mastery of knowledge in a seminar: "Let's see what else is new, for the sake of interest".
Chefs learn differently
As long as continuing education is still seen as remedying knowledge deficits and not as the regularly required updating of know-how, as long as many executives shy away from speaking openly about their participation in a seminar.
Executives place different demands on a seminar than other participants.
Competence test for everyday leadership
While "non-leading" participants usually focus on knowledge transfer, executives often want to check whether their previously accumulated knowledge is sufficient for the daily requirements in the leadership job.
The goal is, therefore, to learn less new things, but rather, so to speak, to get a confirmation that you are doing everything right.
On the test bench
Out of this different goal, interesting aspects arise for the trainer. The coach is much more under critical observation than at other seminars. He must be able to face the participants on an equal footing, instilling experience and competence right from the start.
He must also be able to respond to the provocative and challenging comments, questions or "tests" of the participants in a sovereign and adequate manner.
The seminar leader as an equal partner of the executives
The "sniffing" of the seminar leader takes place more intensively at the beginning of the seminar than at other events.
If he does not manage to be accepted quickly as an equal partner of the executives, he will find it hard to assert himself in the course of the seminar and achieve his goal.
Arrogance instead of respect?
Executives are accustomed to give instructions, to control and to be respected as a boss figure. In a seminar atmosphere they lack the usual recipient environment.
With some, therefore, a feeling of insecurity, which is attempted by research and arrogance, depending on the type and mentality, comes very quickly.
Stress from uncertainty?
Many executives, especially those in their own Company Experience little or no contradiction, quickly tend to drown out the inherent uncertainty in a seminar situation with dashing appearance.
If the often lacking sense of humor complicates the situation too quickly, tense situations can arise very quickly.
Train a heterogeneous group
Training leaders can be very challenging, because as a rule, you are not dealing with those heterogeneous groups that make such training much more enjoyable.
On the contrary, previous knowledge and training level of the participants are very different. The reason is inherent in the system: in Germany, there is simply no uniform training as a manager.
Worker beside engineer
You have to imagine it this way: Executives are selected and promoted almost exclusively from the pool of "skilled workers". Therefore, you often find groups with different training in leadership training.
The unskilled worker who has been promoted to "learning by doing" sits next to the analytically trained person Dr. Engineer. It may then happen that the experienced practitioner moves on a different level than the doctorate in management, which tends to get bored in the face of the inadequate level of other participants.
Involve the boredom
The trainer must recognize such a situation very quickly and actively involve the "bored" in a role as an analyzing observer or as a driving force for the development of new ideas.
The demands on a trainer in a management training are high:
- he must have up-to-date information on business life
- He must be able to demonstrate trends credibly
- he should serve the participants as a sparring partner
- he is not allowed to make any co-operation with the participants
- he must be able to react rhetorically to verbal attacks with humor
- he should not make any specifications - but let the participants develop creative solutions themselves
- he must be able to put himself in the role of a manager.
What does training bring to the participants?
When at the end of a seminar the participants list the most important points of knowledge:
- "Improve my communication"
- "Pursue my decisions more consistently"
- "More time to talk with my staff"
- "Take more time for planning"
- "Delegate more, give more"
- "Allow more blur"
- "To challenge employees more"
- "Time for the strengths / weaknesses Schedule analysis of the employees"
- "Conduct regular assessments and target discussions"
- "Laugh more often"
And when the coach receives a call or an e-mail after a while: "I wanted to tell you what has changed a lot in my department", then he knows that he could help a company on its way to the future.
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