Training Methodology in the 21st Century

1. Challenge of the Standard Bearer
Teaching Methodology
in the 21st Century

2. Mirza Yawar Baig
Openingtheworld, onemindat a time©
WorkExperience:
 InternationalSpeaker,Trainer,Author,Coach,LeadershipConsultantwith16yearsinCorporate
GeneralManagement,30 yearsinTraining& OrganizationalDevelopment,specializinginFamily
BusinessConsulting& Entrepreneurship
Director/ ProfessionalMember:
 CenterforConflictResolution& HumanSecurity
 IndianSocietyforAppliedBehaviouralScience
Entrepreneur:
 1994:Founded
Education:
 IIM-A, P-CMM®,MBTI©,WSA©,ISABS
Books:
 TheBusinessofFamilyBusiness
 AnEntrepreneur’sDiary
 HiringWinners
 LeadershipLessonsfromtheLifeofRasoolullah
 Leadershipisa PersonalChoice
ConsultantFacultyat:
USA
 GE CorporateUniversity,Crotonville
 OracleCorporateUniversity,CA
 AMA International,NewYork
 AndersenCorporateUniversity,MN
India
 IndianInstituteof Management,Bangalore
 SVP NationalPoliceAcademy,Hyderabad
 SSB Academy,Gwaldam,UttarAkhand
 LBSAcademy of Administration, Mussoorie
ClientsInclude:
GE,Oracle,Motorola,Microsoft,IBM,Digital-Compaq,National
Semiconductor,Unilever,BSNL,TataIndicom,Colgate,AsianPaints,
Siemens,Wartsila,MphasiS,CavinKare,EXLService,WorldBank, ICRISAT,
WorldFish,TataCorporate,J & J,Accenture,ZenecaSeeds,ShantaBiotech,
Advanta,Reuters,AirIndia,YusufBinAhmedKanoo,Olam,RegalBeloit,
RelianceWorld,NISSparta, AMKA,EmamiGroup,Suzlon,JPMorgan,
SEWInfrastructure,RahimAfroze,Expolanka,Brandix
yawarbaig@gmail.com
www.yawarbaig.com

3. Perspective
Perspective is the ability to holdtwo pictures simultaneously in your
mind…where you are andwhere you want to be.
3
The differential fuels growth

4. Thresholds
 Signal a new stage in life
 Neednew skills & attitudes
 Have new rules for success
 Bring withthemnew rewards
4
You crossed the most important threshold
of your life – by your own choice

5. The most critical need today..
Is for ‘Standard Bearers’
5

6. Where we stand today
 A forking time of history is a time of instability.
 But it is also the time when even the solitary effort of a single man or
woman, can change the path of destiny.
6
Critically urgent to establish a foundation of Values

7. Teach Values?
 Values drive behavior; Behavior drives results.
 Inspire and motivate
 Sustain throughhardship
 Provide a sense of purpose
 Createresilience
 Instill concern and compassion for others
Values can’t be legislated; they must be inculcated 7

8. Why Values?
Values drive behavior
Behavior drives results
8

9. K. Kuruvilla Jacob
Born August, 3, 1904
From the Kunnenkeril
family in Kottayam.
He was educated at
Kottayam, Trivandrum,
Nagercoil, and Parur.
Graduated from Leeds
University.
Died: August 25, 1991

11. Until 19.5 Kgs.
Nothing will happen
At 20 Kgs the balance
will tip

12. The Power of One
One degree more

13.  Olympics 2012, Men’s 100 meter
race, the difference between the
Gold medal and no medal was 0.25
seconds.
 Usain Bolt: Jamaica: 9.63 sec
 Ryan Bailey: USA: 9.88 sec
 In the Indy 500, 2015 the
difference between the 1st
and 2nd was 0.10 seconds.
 The difference in prize money
was $ 1,656,500.

14. Only 1° separates
the ‘good’ from the
“GREAT”

15. Between growing up and
growing old, there is a short
window during which we can
make a difference. Once that
closes, then effectively our life is
over, even if we remain alive.

16. What differentiates the lion from the antelope?

17. What differentiates normal light from laser?

18. What
differentiates
Leaders from
the rest?
Focus

19. Focus is the
art of ignoring
fluff

20. If you want to get
what you never had
You have to do what
you never did.

21. Results come from
actions.
Actions define YOU

22. It’s your life
You are responsible
for the results!!

23. You are now aware
And you have a target
1° >

24. 5 – Realities that we must face
On the path to
success

25. We become
what we
think

26. Your mind is like a fertile field
It doesn’t care what you plant in
it
But it will return to you only
whatever you put in it

27. Attitude

28. Present circumstances do not
decide if you will succeed or
fail. They only decide where
you need to start.

29. Faith

30. “When you come to the end of the light of
all that you know and are about to step off
into the darkness of the unknown, faith is
knowing that one of two things will
happen. There will be something firm to
stand on or you will be taught how to fly.”
~ Barbara Winters

32. It is the nature of the
extraordinary goal to
inspire extraordinary
effort.

33. Perseverance

34. For success is nothing
more than this;
To rise every time you fall.

35. If you fall 7 times, get up 8 times.
~ Chinese proverb

36. Dasrath Manjhi took 22 years to chisel this passage to carve a short route from his
village to the hospital. His wife died because there was no passage and she had to
Courage comes in many forms

37. I will not allow, what is not in my control, to
prevent me from doing what is in my control.

38. The way ahead
Some crucial first steps
38

39. The Power Idealism
Making a difference
39

40. Idealist
40

41. Optimist
41

42. Realist
42

43. Pessimist
43

44. Cynic
44

45. Indifferent
45

46. Idealist
Optimist
Realist
Pessimist
Cynic
Indifferent
46

47. Exercise
 Describe the most successful teaching incidentin your recent past where you
believe yousucceeded in your trainingmethodology even against difficult odds.
 What did you learn fromthis incident and how have you implementedthat
learning in your work?
47
Please present to the class

48. Contribution Audit
A tool to assess your own ‘Rememberability’
48

49. 4 – parameters to check
1. In Own Drive to Succeed
 External or Internal?
2. In Relationships
 Critical or Cooperative?
3. In ProblemSolving
 Focusedon Problemor Solution?
4. Self-development
 Sporadicor constant?
49
Where do you stand and what’s the gap?

50. Define the Product
Method will depend on the definition
50

51. 51

52.  Define our product: What are we tryingto create?
 What you needto create a plane is not the same as what you needto createa
train
 Changes must be made in both‘What’ and ‘How’
Most important need
You can’t build an aircraft in a locomotive factory
52

53.  Using knowledge – What problems solved?
 New knowledge – What new discoveries?
 Leveraging Knowledge – What impact in society?
Assessment Parameters
Our results are our signature
53

54. So how will you use all this?
 Helpstudents to researchon their own and then youadd value
 Be prepared to change your ways to remain relevant
 Conceptualizeyour own field learnings whichwill enable you to add value to your
teaching
 Scheduleyour own learningand assessit quarterly
 Involve students in the learning process
54
Howmany books on yoursubject didyou readin the last quarter?

55. Leverage assets
 Group discussion
 What – if reasoning
 Real life experiences
 Documenting of incidents
 Sharing withcolleagues – feedback fromexperts
 Analyzing – debriefing of your class
55
Your students are your best asset – but only if youare willingto learn

56. Even magic needs
Preparation

57. The 3, Critical Questions
1. What’s your core message?
2. Why are you saying it to them?
3. What do you want themto do?
57

58. The Preparation
 Know your Material
 Never make someone else’s pitch
 Never make a pitchon something you are not convincedabout
 Know your Equipment
 What is the best mediumfor the topic?
 Does it workproperly?
 Do you knowwhat to do if it fails?
58

59. When, Where & What?
 Know their Culture
 What are appropriatesimiles in their culture?
 What are the taboos?
 Know your Audience
 Howdo theylike the material to be presented?
 What kind of approachwill persuade them?
 What will put themoff?
59
Knowing what NOT to do is even more important

60. Slides
 The purpose of slides is two fold
 To hook the attention of the audience
 To remind you of what you have to say
 A slide is not a script of your speech
60
Never read aloud the words of the slides

61. Your Visuals
 Use the 4 x 4 rule
 Express numbers as graphs
 Graphics must support. Not distract.
61
PowerPoint can’t make a lousy presentation, great!

62. Jack Welch,
CEO, General Electric:
Quotedin HarvardBusiness Review
‘Insecure managers createcomplexity. Frightened, nervous managers use thickconvoluted
planning books and busy slides filled with everything they have knownsince childhood.
Real leaders don’t need clutter.”
62

63. PowerPoint
 Use backgrounds to get contrast
 Font size shouldbe clearly readable
 Use whitespace to improve readability
 Use font colors that are clearly visible
63
Don’t use animation unless essential.
It takes time and adds little value

64. OHP Transparencies
 Use colors that will standout
 Write clearlyand in block letters
 Ensure that the space takenby the writing is withinthe projectionarea
 Every time you place a transparencyon the OHP, look to see that it is correctly placed
64
If handwritten use CAPITALS

65. Flip Charts
 Prepare the charts in advance
 Don’t turn your back to the audience
 Writeneatly in large block letters or clear running hand
 Use blue or black colors. Not red or green
65
Use graphics, symbols, creativity

66. Final Checks
 Does all the equipment work?
 Is the back-up ready and available?
 Where are the light switches?
 Whichones do you needto turnoff?
 Go early and get used to the space.
 Is the Core Purpose clear in your mind?
66
Always remember Peter’s Principle

67. You the Presenter

68. Clear the slide
 Put up the slide and give 5-10 seconds for people to readit
 The visual mediumis so powerful that peoplewill readthe matter anyway and
not listen to you
68
Don’t waste your opportunity to be remembered

69. The PST! Method
1. P
2. S
3. T
 Point to a bullet
 Select a person
 Talk to that person
69
Don’t try to talk to the entire audience

70. Body Language – Do’s
 Stand straight & square to the audience
 Move only with purpose
 Smilewhen you look at people
 Make open-handedgestures between waist & chin
70
Nervousness is okay. Just don’t show it

71. Body Language- Don’ts
 Don’t move without purpose
 Don’t keep hands hidden or clasped
 Don’t scanthe roomor look at walls
 Don’t make nervous gestures
 Don’t lose awareness of yourself
71
Rocking is for elephants

72. Visual Input – Do’s
 Lock youreyes withone person
 Complete a thought witheach person
 Pause and take a breathwhilemoving to another person
72
Breathing is essential for survival

73. Visual Input - Don’ts
 Don’t scan the room
 Don’t look at the ceiling, floor or walls for your thoughts
 Don’t get hookedto one person in the audience
73
Hooked fish become dead

74. Voice
1. Let the emotion through
2. Modulateyour voice: use inflection
3. Speak at an appropriatevolume
0…………….5…………7….10
4. Speak slowly: pronounce all the words
74
Voice convinces more than words

75. Raag Vistaar
 Sa
 Sa re sa
 Sa re ga re sa
 Sa re ga ma ga re sa
 Sa re ga ma pa ma ga re sa
 Sa re ga ma pa dha pa ma ga re sa
 Sa re ga ma pa dha ni dha pa ma ga re sa
 Sa re ga ma pa dha ni sa ni dha pa ma ga re sa
75

76. Gestures & Expression
 Use body energy
 Remember the theory of the ‘bubble’
 Make purposeful gestures
 Avoid distracting, purposeless gestures
 Move only with a purpose
76
The body never lies

77. The Show Begins

78. The Critical 2 minutes
 Maximize the effect of the first 2 minutes.
 Don’t start with a joke or an apology
 Thank the audience for being there
 Get to the point andkeep their attention.
 Watch for audience reactions and respond
78
If you lose this moment, you’ve lost them

79. The 3 step process
 What’stheproblem?
 Statethe basic issue in one sentence
 What are the current negative effects or the projected opportunitycost?
 What is your recommendation?
 Statein one sentence; “My recommendation is..
79
Always remember your purpose

80. Help them to see WiiFM
 What’s in it for me / us?
 Howdo I know it will work?
 Supportyour solution with evidence
 What do you want me to do?
 What’s the immediatefirst step you want themto take?
 Showthat this is critical, urgent and doable
80
The success of the coach depends on the players

81. You are on the stage
 Never deviate fromyour objective
 Let the emotion through
 Use anecdotes and analogies to illustrate
 Don’t be afraid of questions
 NEVER break the time boundary.
81
People love and remember stories

82. You & Them
 Look at the audience
 Talk to the audience
 Silence is okay as long as it is not prolonged
 Dress appropriately for the audience
82
Forget everyone else

83. The ‘Telling’ point
1. Tell’em what you gonna tell’em.
2. Tell’em
3. Tell’em what you told’em.
83
Give people something to take home

84. The Q&A Session
7 - Critical steps to handling it right
1. Raise your hand and ask, “Any questions?”
2. Select a questioner
3. Look directly at the person with a smileand listen for any message behindthe
words
84
Questions indicate interest

85. The Q&A Session
4. Break visually with the questioner and findanother one
5. Restateor rephrase the question
6. Warn people that the session is about to end
7. Thank the audience for their interest
85
You don’t need to know everything

86. Continuous Learning
 Try new things but withawareness
 Admit mistakes when you have to
 Don’t volunteer that something is wrong
 Don’t ignore feedback
86
You don’t die when you stop breathing
You die when you stop learning

87. Final Check
Do’s & Don’ts

88. The Do’s
1. Start with the point of your presentation
2. Speak at an appropriate level
3. Modulate your voice
4. Respect the time boundary always
88
Remind yourself before every session

89. The Do’s
5. Be responsive to the interest level of the audience
6. Welcome questions but stay in control
7. Be aware of yourself andothers at all times
8. Thank the audience
89
Remind yourself before every session

90. The Don’ts
1. Be flippant or use inappropriate humor
2. Speak so softly that the audience has to strainto hear you– they
won’t
3. Beat about the bush or repeat things
4. Make apologetic preambles
90
Remind yourself before every session

91. The Don’ts
5. Believe that because you love your subject, your audience does too….
6. Get defensive about questions
7. Lose your self-awareness
8. Break time boundaries
91
Remind yourself before every session

92. In the End
 Always reinforce the take-aways
 Ask for feedback, if that is appropriate
 Thank the audience for being there
92

93. Always remember that you need the audience.
The audience does not need you.

94. It is the nature of extraordinary goals to inspire
extraordinary effort
94
Power of the Extraordinary Goal

95. In the final analysis
The student is the only true measure of the teacher
95

96. What is your goal?
 When you go into a class what is your goal?
 Anything done with a clearintention and according to a systemgives value added
results
 If you want to see what someone values, see what theymeasure
96
The student is the only true measure of the teacher

97. Define your Goal
1. What is your goal as a trainer? What do you want the students to be able to
achieve after your session?
2. Howsuccessful do youfeel you have been in achievingyour goal? Mention the
data to support that claim?
3. What do you currently do to achieve your goal? Howdo you teach?
97
Present your objective and 3 things you do to achieve it

98. Today I will teach like never before
98
Pledge before each class

99. Desert Survival
Building Consensus
99

100. Exercise
1. Please read the items and first score themindividually.
2. Then score themas a teamby a process of consensus
3. Then do the tally usingthe formula and arrive at your Team’s Productivity
Index
100

101. Debrief
1. Did you decide on a process of consensus before you startedyour discussion?
2. Did you check to see what resources you had availableon your team?
3. Howdid youdeal with conflict?
4. Please list three rules to build consensus
101

102. So where do we go from here?
Stances of Success
“Master” or ‘Victim’
102

103. Window of Opportunity
 In the lifeof every man and woman comes a time when they have a unique
opportunity to make an impact and influence others.
 To succeedwe need to anticipate, prepare and act with courage when it opens
The window remains open only for a time
103

104. “Master” or “Victim”?
Choose Your Stance in Life
104

105. The Essential Truth
 Living lifeis about making choices:
 Choosing to be a “Victim”
 Or choosing to be a “Master”
 Bothstances are subject to the same givens of society, environment, organization
etc.
 But have very different implications in terms of development and happiness
105

106. Distinguishing features
 Victims
 Complainabout what happened
 Thinkof excuses
 Blame others
 Lose hope & giveup
 Masters
 Say, “What can I do about it?”
 Thinkof solutions
 Own responsibility
 Have courage to try new ways
 Win, evenif theyfail
So what do you want to be?
106

107. Time to make a choice
Master? Or Victim?
107

108. The single, most powerful change to transform the
world is to move from
‘the world is responsible for me’ to,
‘I'm responsible for the world.’
108

109.  Success, has a price.
 This depends on its definition.
 Most people don’t define their ‘success’ so they don’t knowits price.
What is the price of your success?
Price
109

110. Questions
 What are the benchmarks for the best teacher and the best student?
 What are the metrics for measurement?
 What is the best methodfor training people on these skills?
Concept + Method + Tools = Success
110

111. “A successful teacher is one who enables students to leverage their
strengths and sets their feet on a path of self discovery where they
constantly strive to make the world a better place.”
The student is the only true measure of the teacher

112. It’s not about today
Teaching is about keeping the
excitement of learning alive all lifelong.

113. Do you really want to change?
1. What is the cost of changing?
2. What is the cost of not changing?
3. What will be easy?
4. What will be difficult?
5. What are you willing to do to make it happen?
Results are directly proportional to effort

114. Success is a process of
connecting aspirations to reality
Investment
Commitment
Adaptability
Persistence
Ambivalence Passion

115. If you want to be successful you must respect
one rule:
Never lie to yourself.
~ Paulo Coelho
115

116. ‘SMART’ Goals
1. Specific
2. Measurable
3. Actionable
4. Realistic
5. Time bound
116

117. Action Steps
Start Stop Continue
117

119. yawarbaig@gmail.com
www.yawarbaig.com
Thought Share
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