TJ - The Publication for Learning and Development

Influencing skills for trainers: how and when to say the right things

By Terry Gillen (December 2004 Issue)
0 Comments Comments
Article Rating:

Poor Best

Email to a friend | Print Version

Trainers have to do a lot of influencing. If we’re not trying to persuade managers to release people for training, we’re trying to hold back over-enthusiastic managers from spending money on inappropriate training. And we have to justify ourselves more than most other support functions, and increasing numbers of trainers operate as internal consultants – all of which puts us in situations in which we have to be good at face-to-face influencing. So what do we trainers need to do to be better influencers? Let’s begin by looking at the big problem.

Whenever we try to influence someone there is a simple trap we tumble into time and time again. We assume that the reasoning that makes sense to us will also make sense to them. Imagine you are about to influence someone. You need that person’s help, co-operation, agreement or commitment if you are to achieve your goals. Ask yourself, ‘Whose reasoning have you used to plan your case?’ and ‘Whose reasoning will the other person use to determine whether or not to go along with you?’...

We have only displayed above the opening paragraph of this article. If you are a TJ subscriber, login now so you can download a PDF of this article in full, free of charge. For non-subscribers the PDF can be purchased for £9.00 see the "Buy Now" Option above.

Click here for a free 30 day trial to Training Journal

Back to top | Current TJ

 

Readers Comment

Comment on this story here >

Be the first to comment on this news story