What is the purpose of a team workshop for training?

The purpose of a teamwork workshop for training is to foster collaboration, enhance communication, and promote synergy within a team, ultimately leading to improved productivity and innovation.

The purpose of a team workshop for training is to foster collaboration, enhance communication, and develop collective skills and knowledge. It promotes teamwork, problem-solving, and synergy among team members, ultimately improving overall team performance and achieving organizational objectives.

Workshops need to have perceived= value to the individuals attending. There is nothing worse than creating a training workshop that the people leaving say, this could have been the Powerpoint sent over or zoom session. Creating a session that is engaging and interactive. Also build in time for small group or one-on-one discussions where conversation happens. Problem-solving and learning need an environment where people are feeling talked with instead of talked to. It requires more work in the planning stages, but can benefit all parties.

According to the definition from the article, "team workshop for training," can also be described as "staff-led professional development workshops." Using this context, I can place the advantages of team workshops into three categories, and give an example from each: 1. Organizational Benefits: No need to hire external trainers; staff conducts the workshops. 2. Attendee Advantages: Learning from colleagues fosters a comfortable environment for asking questions. 3. Facilitator Benefits: Workshop facilitators perceive their knowledge and skills as valued by the employer. Can you think of additional benefits? Share your thoughts in the comments below.

Team spirit is the highly desired for the growth of an organization, one of the most vital tool is training workshop for the teams, this is a multi fold opportunity, that strengthens the working relationship as well supports in professional skills building

While it's vital for facilitators to possess expertise in the subject of the workshop, I believe it's equally advantageous to include an external facilitator, someone not affiliated with the company or team, to lead teambuilding activities. These activities need not be as daring as a trust fall but can yield similar benefits when guided effectively during the post-activity debrief. In my view, a team workshop should consistently incorporate a substantial element of teambuilding.

When delivering a team workshop, a trainer/facilitator ensures that business objectives are outlined in a SMART and transparent way and (what is often kept out of scope!) that Learners' objectives are tackled. Simple example: a team of customer support reps needs to improve the performance. 1) Business objective: Enhance support reps' ability to communicate effectively with customers. 2) How it is translated into learning objectives: By the end of the training, you'll develop active listening skills to understand customer concerns. 3) Learner's objective: Feel less stress during conversation and be more attentive. Announcing the objectives of the workshop, set focus on the Learner's objectives rather than business ones, WIIFM is gold.

The facilitator needs instant creditworthiness. If the person doesn't get it in the first couple of minutes, you've lost your workshop. Remembering that our brains today are used to more stimulation than less and creating engagement is a skill. The leader of the session has to be able to communicate effectively while having the expertise. Too many workshops have someone with only one of those skills making for either a dull or frustrating session.

Put all learning objectives except meeting the team's challenge into the background. The experience of meeting the challenge with a savvy coach will take care of the rest.

Start with the outcome you are trying to achieve and be as specific as possible. Are you trying to improve the elevator pitch of your sales team or improve the quality of writing for your marketing team? Next, identify the change that needs to happen in order to achieve that outcome. Finally create an activity that lets people practice that change. Think about the people involved and what would be engaging to them.

In my experience workshop must align each point with the learning objectives and this must be clearly understood. This is the first step. We must then understand our people for when this would occur best time of the day duration and amount of content. We must also look at the type of presentation.

Be specific in objectives and metrics. Sharing what people should be expecting to get out the session and let people contribute to in the planning phase what they hope to get out the workshop. Being specific helps people go in with a plan and listen for the information needed to improve.

One thing I have found helpful in these workshops is a learning by doing concept. I have developed a team building curriculum where persons go on a boat and challenges ate placed where the persons can understand strengths and weaknesses of each other.

One thing that I have found that works well when facilitating is playing a game at the end of each section. When we take eLearning courses, there is often a quiz or game at the end of each section. I have learned that in person and virtual workshops often simply summarize, ask for questions, and move on to the next section. I like to play a game after each section to reenforce what was covered and to ensure that the group is indeed ready to move on. These are fun and quick games, like a Jeopardy category that by the end finishes a complete Jeopardy board. Then play a final fast round of Jeopardy that covers the over all course. There are a ton of different games that can apply. Be creative and use your favorite.

Ground rules are essential for creating an environment that supports the learners in the workshop. One of the biggest mistakes I've seen when it comes to ground rules is when the facilitator creates them. This can come across as a top-down mandate that dictates expectations to the participants. Instead, I like to ask participants for their input by offering the following: What ground rules would help you get the most out of today's session? After I've collected their thoughts, I may ask permission to add something I believe would be valuable. I then take it one step further and ask the group how they want to hold each other accountable when the ground rules are broken. This is effective at gaining buy-in from the start, and it works!

In my LinkedIn group training, I have engineered into the project accountability, to show what they learned from me and implement it. Every attendee is scheduled 2 weeks after my group session for a 1/2-hour 1:1 with me by zoom to show me what they wrote to improve their profile. I charge the company for the time and also if anyone fails to show up or attends with nothing to show. "The heat is on," as it's said, and the results from attendees have been excellent when there is homework to get critiqued. This "group talk-then private consult" model works and I recommend it to you.

I think that with the correct training we can change cultures of organization. I have seen that by explaining the importance of the workshop and getting buy in you can bring about the change that you want with the workshop.

Having follow-up group chats or boards I think is highly effective. Keeping the session's learning going, asking for clarification, and building on the skills and information learned. Too often a session will wrap up and after people have time to digest the information they have to wait until the next session or just carry-on. Collaboration after the workshop and carrying the energy back to the day to day sometimes is lost. Workshop take aways need to be integrated into the team's future meetings and discussions not just stand alone pieces that essentially are tick-boxes of things accomplished.

Another thing that contributes to a successful team workshop is logistics and tech readiness. Please make sure you have enough space in the room to prepare all needed assets for participants. Tech readiness is critical. If the workshop is online, send all instructions beforehand (even how to find the meeting ID), and ask participants to check their mics and cameras beforehand.

Real challenge, proven methods & tools, coach don't teach. No cases except as examples or individual intersession work. Have the participants teach what they learned independently then coach them to apply it to their challenge.

While the purpose or intended outcomes of a workshop is as wide as the ocean is deep, the biggest consideration is making sure you’re relentlessly intentional about how you’re using people’s time when asking them to get together live. People’s live time is precious, so don’t use it to do things like deliver content. There are far more efficient and personalized ways to deliver content to people. When you bring people together live, maximize your time doing things that are ideal for live interaction, like brainstorming, interactive discussion, and collaborative problem solving. And, there’s often a concern that “people won’t do the pre-work.” Don’t let that leave you using workshop time filling in the gaps. Design the workshop around it.