The Credible Trainer: Create Value for Training, Get Respect for Your Ideas, and Boost Your Career

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American Society for Training and Development, 2001 - Business & Economics - 119 pages
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Training professionals are known for their dedication to the profession. However, many trainers are frustrated in their jobs because they feel the organization does not understand or respect the contribution they make. Bridging the gap is the purpose of the Credible Trainer. This book is designed to provide both new and experienced trainers with the tools, encouragment, and guidance to create value for themselves and the profession of training. One or two comprehensive self-assessment questionnaires to help readers assess their own path to prganizational credibility are featured in each chapter. -- Back Cover.
 

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Contents

THE KEY TO SUCCESS ESTABLISHING YOUR CREDIBIILITY
1
TOUCHING PEOPLES HEARTS AND MINDS
2
THE MEANING OF POWER FOR TRAINERS
3
CREDIBILITY IS DIRECTLY RELATED TO SUCCESS
4
ALL THINGS TO ALL PEOPLE
5
HOW DO YOU BEGIN TO ESTABLISH YOUR CREDIBILITY?
6
THREE KEY FACTORS
7
ACTING STRATEGICALLY TO ACHIEVE ORGANIZATIONAL GOALS
11
GET TESTIMONIALS
48
UNDERPROMISE AND OVERDELIVER
49
BEING A CHAMPION OF LEARNING
53
CAUGHT UP IN THE HYPE
54
STRATEGIC BUSINESS PARTNERSHIPS
55
THREE MAIN GOALS OF CHAMPIONS OF LEARNING
56
STRATEGIC PARTNERING
63
THE ROAD TO EXTINCTION
64

USE LANGUAGE THAT FOCUSES ON OUTCOMES AND RESULTS
12
BE MORE ENTREPRENEURIAL
13
THINK AND ACT AS A CONSULTANT
16
FOCUS ON PERFORMANCE
17
BECOMING A STRATEGIC TRAINER
18
KNOWING YOUR BUSINESS
21
CREDIBILITY IS ALWAYS AN ISSUE
22
ESTABLISH A PERSONAL CREDIBILITY REPORT CARD
23
LIVE IN THE FIELD
24
TAKE A COURSE OR DEVELOP A COURSE
26
GO ON SALES CALLS
27
THE CHOICE IS YOURS
28
UNDERSTANDING YOUR ORGANIZATIONS CULTURE
31
ELEMENTS OF CULTURE
32
CERTAIN THINGS DONT FLY
33
NEW PRACTITIONERS ESTABLISHING CREDIBILITY
34
YOU CANNOT CHANGE THE CULTURE OVERNIGHT
35
MARKETING YOURSELF AND YOUR SERVICES
41
UNCOVER YOUR FEELINGS ABOUT MARKETING
42
TRAIN OTHERS TO MARKET
47
SIX REQUIREMENTS OF STRATEGIC PARTNERSHIPS
65
WHAT IF PARTNERSHIPS ARE NOT AN OPTION?
67
OTHER OPPORTUNITIES TO ESTABLISH PARTNERSHIPS
68
THE REWARDS
70
IMPROVING YOUR CRAFT
75
WHAT TRAINERS NEED
82
BEING A TRAINING LEADER
85
THE TRAINERS ROLE IS A PARADOX
86
CONTINUALLY SELFASSESS
95
WHERE TRAINING IS HEADED FOCUS ON PERFORMANCE
97
THE ROLE OF PERFORMANCE CONSULTANT
98
DOES THIS TREND SIGNAL THE END OF TRAINING?
101
THINK ACT AND PERFORM DIFFERENTLY
103
WHERE DO YOU GO FROM HERE TAKING CHARGE OF YOUR CAREER
107
GRAB THE BRASS RING
112
REFERENCES
115
ADDITIONAL RESOURCES
117
ABOUT THE AUTHOR
119
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Page 2 - The fact is that trainers do not inherently lack power; what they lack is the ability to use their power in a way that consistently demonstrates the value of their service to their stakeholders. Trainers do not need fancy titles or affiliation with certain departments to demonstrate their value. What trainers need to change is their thinking about how they can contribute to the success of their organizations.

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