Rapport is a core L&D skill

I enjoy watching other L&Ders and facilitators in kind, to see what they do, and how they do it. For me, the mark of a good L&Der is their ability to build rapport with a group. The first person I saw do this well was an ex-colleague of mine, Mike Griffith. I don’t think he realises how influential his training style was on me. He displayed a lot of good skills that made me (as a junior in the team) just look at him in awe.

One of those things was he just knew how to build rapport with a group. The size of the group didn’t phase him either. So I set about learning how to do this, and how to do it well. Through feedback, I found I could do this quite naturally, I just needed guiding about being inclusive and minding my language. Not that I was foul mouthed, just that I needed to be conscious of how I explained things so I didn’t lost anyone in the group.

Then I went on various training to build my skills. Practical Facilitation Skills with Roffey Park and MBTI Step I with OPP Ltd. Both of these did wonders for expanding my understanding of how to build rapport in different context. The facilitation training taught me that group dynamics can vary quickly and unexpectedly, and how can you adapt yourself in these situations. MBTI taught me about type, preferences and energy, and how to understand what this looks like across individuals and teams.

And like I said, I observe others very closely. Where I see others do this well, I am keen to understand what they just did, how they did it, and what it helped them achieve.

So, this weeks question is – who have you seen build rapport and how did it help them achieve their goal(s)?

>L&D to the rescue!

>In one of my earlier posts I mentioned something about a crack L&D team. From a meeting today I have been inspired to talk more about this ninja trained team of L&D professionals.

So first thing is to be clear about what is an L&D professional. In my experience it’s someone who has been exposed to a wide range of training topics and can deliver training on those topics. This takes time. It’s not enough for an L&Der to be a time management trainer. A trainer is someone who does exactly that – trains. An I.T. trainer is pretty restricted to I.T. training. They will be knowledgeable about their specific topic and be mostly restricted to that. But in essence, they are not developing a behaviour, they are developing a technical skillset. Because of that, they will be restricted to being a trainer; unless they of course venture to the L&D side of things. Oh and don’t let the title confuse you. An I.T. consultant isn’t an L&Der. They’re just a fancy trainer.

The other thing to be wary of is to be fooled into thinking that a good trainer can make a good L&Der. No sirree. It is very possible to have someone train well but not make a good L&Der. They can present the information well, answer questions thrown at them, even make it amusing and relevant to your work. But that’s not what L&D is about.

L&D is about a culture of learning and development that is facilitated by the L&Der. That sounds good but what needs to happen? Well you have to have someone who has experience of the learning and development cycle and knows how to make it a reality. That is someone who knows how to carry out a learning needs analysis, how to design an intervention, able to deliver the intervention and finally understand what evaluation is needed to measure the success of the intervention.

In order for that to be a success the L&Der has to have an infectious personality. The last thing you need is someone who believes in L&D but has the personality of a dead toad. I’ve known people like this and for all the money in the world they will never be like Jonathan Ross. So this L&Der must be someone who is able to do the following things well:

1) develop your business acumen – quickly. L&D can only be effective if you truly understand what are the important factors in business success? What is the company strategy? What do the different departments do? What processes are already in place that support L&D? Who are the key supporters of L&D? Who are the ones who just need to be introduced to L&D to be your supporters? Who are the cynics that you need to build rapport with? What are the objectives of the business? How can what you deliver help the business?

2) build rapport with a wide range of people. This is important in so many ways. You’re only going to have a successful L&D function if the business knows who you are, what you’re trying to achieve, and give you the support to do this. As an L&Der it’s vital to be able to deliver an intervention that is received well by the people you’re working with.

3) be knowledgeable about a range of L&D interventions. The beauty of being an L&Der is that you’re not limited to delivering training courses. You have at your diposal other interventions such as workshops, meetings, focus groups, PR & marketing, lunch and learns, and the list can go on. A good L&Der will know how to use a different intervention in order to meet different needs.

4) be a good facilitator. This key skill of an L&Der was taught to me by my first boss. Facilitation skills can help with everything from project management to meeting management to delivering a programme. It’s highly important to be able to understand the subtle nuances of being an effective facilitator and to be able to adapt this skillset for any daily interaction.

5) always seek current trends. As good as an L&Der may be, they have to seek out what’s hot in the world. This is not only true for skills as an L&Der but also to keep aware of what’s happening in the business world, economy and industry. All these things influence what you do as an L&Der and how successful you are likely to be.

Broadly speaking then these are the key things any L&Der should be able to do. I think I rank fairly well across those 5 points. I’ve still got a lot to learn to be better, and that’s something I’m always conscious of.