Performance Training

While traditional training provides isolated learning that is seen as the end product, CCR’s performance training helps participants transfer learning directly to their work.  Participants first identify their performance needs and the real challenges through which learning can be applied and measured.  

Over time, these applications animate the structured training, personalized coaching, and peer-to-peer debriefing (community of practice) that form the backbone of the performance training process.  Most importantly, by collaborating to deliver the training, leaders learn to empower team-driven change, participants become responsible for their own improvement, and both begin to model the culture necessary for any change.

Training as Culture Change
There are several contexts (different types of work project) within which CCR’s facilitation leadership training can be delivered:  

• Collectively implement a pre-determined change initiative at any unit level (department level or institution-wide);
• Collectively identify and solve a specific unit- or organization-wide problem;
• Apply training skills to the specific unit-level challenges of each training participant.   

Regardless of the context, training participants will learn the art and science of leading diverse stakeholder collaboration as they get something done and begin to shift their institutional culture through project implementation.  In the end, our training leads to a "community of practice" where participants continue to work together to learn and practice the principles of facilitation leadership.

Collaborative Training Design
Below is a general outline of how we collaboratively facilitate the implementation of a training program:

1. Interview team members to map team culture, organizational obstacles, and performance baselines;
   
2. Form a diverse participant “design team” to review baselines and build training possibilities;
   
3. Facilitate whole-team meetings to adjust training outputs/outcomes and build team ownership; 
   
4. Address and heal team culture as needed before beginning structured training modules;­­­­­­­­
5. Conduct structured training—usually quarterly—to convey key principles and frame coaching process;
6. Ongoing coaching of participants to apply training principles to real-time meeting design and facilitation;
7. Facilitate a community-of-practice to inspire co-learning, review training program, and sustain change.

Quarterly Training Modules
Along with collaborative design and community-of-practice peer co-learning, our training program includes the following training modules, with appropriate materials, workbooks, and references for traditional learning: 

1. The facilitation leadership paradigm; human skills identification and development
   
2. Meeting preparation one: the design team, deep purposes, harvest and action planning
   
3. Meeting preparation two: agenda planning—time, space, engagement, group-reflection
   
4. Stand-up skills: managing individual emotions, group dynamics, and creative content