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I'm Steve Roesler, the guy behind the blog. Let me take a moment to give you a glimpse of who I am before telling the business story. I am married to "B" and we live 20 miles from Philadelphia in a tranquil, wooded area surrounded by lakes. (We don't live in the woods because we were asked to leave the city--we just like it here). It's a welcome break from the many days of international and domestic travel that are a part of the consulting business. I incorporated the Organization Effectiveness firm Roesler Group in 1977, specializing in communication training and development with an emphasis on improving systems, relationships, and large-scale change. My deep interest in the global nature of business and business relationships led me to a 2-year assignment with Saudi Arabian Airlines. What that really entailed was spending lengths of time developing up-and-coming managers in Europe, North Africa, and the Middle East. Upon returning to the US I developed a clientele which has included American Express, AstraZeneca, AT&T, Batelle Labs, Computer Sciences Corporation, PECO Energy, Johnson & Johnson, Minerals Technologies, Specialty Minerals Europe and Pfizer, in addition to other for-profit corporations. Relationships within many of those firms have led to other interesting engagements with non-profits as well as church denominations. Clients are located worldwide. In addition to my Roesler Group enterprise, I've worked internally as a Manager of Management Development at Pfizer and as a Regional VP of Sales for a global training company. Prior to that I served as a Drill Instructor in the Army, musician and singer (still going strong--once you start you can't stop), and have been involved in broadcasting for more than 30 years. I'm also a co-author of "The Age of Conversation". Most of my engagements turn into long-time relationships although they start as a single project. These projects have included leading executive and cultural transitions within corporations; creating/leading leadership programs for client companies; preparing managers and executives to deliver presentations; serving as mediator for conflicts between high-level executives within organizations; and creating and leading a CEO selection process for a NYSE company. Steve Roesler Learning also continues to design and conduct organizational and management development programs on-site for clients. I am a graduate of Rowan University with an M.A. in Public Relations/Communications. I've attended various institutes for the study of human behavior, none of which equals a single day's education watching people at an airport check-in line. Over the years I've served on staff at the NTL Institute for the Applied Behavioral Sciences as well as the Wharton Executive Program.

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Trainers: Six Questions To Ask Before The Session

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Posted October 19, 2009 with 89 reads

Keywords: Managing People, training programs

Anyone who has followed All Things Workplace knows my motto: "Prognosis Without Diagnosis Is Malpractice."

That holds true for training design and delivery, too.

One of our readers, recently charged with putting together a training program, sent an email asking how to make sure her training program really hit the mark. Here were some suggestions:

1. Start by asking the sponsor/manager why the training is important and what participants are supposed to do differently as a result. Then, call or email the upcoming participants with these question.

2. What kinds of training have you already had related to this topic?

3. What, specifically, do you need to learn to make this worthwhile?

4. How much experience have you had in this (topical) area?

5. What kinds of changes are happening in the workplace that effect your ability to do what you will learn?

6. What follow-up support do you think you might need to make this work over the long-run?There are a number of other questions that come to mind but these were intended to get her started. (Please toss in yours in the Comments section; it will help her and others who are getting started with training responsibilities).

Emphasis: I don't trust asking those questions only to the sponsor of the training. It's not because they are deceptive, but unknowingly self-deceptive. The sponsor often has a singular viewpoint; talk to as many of the participants as possible.