To provide the participant with an incentive to actively participate in the workshop, to take on the messages, and to translate them into a better operating model, we first of all need to shift the mindset. The shift in mindset at he outset of JHW workshops is usually:

• From task to outcome,
• From technical towards people,
• From pure efficiency towards efficient and effective.

Through facilitated discussions participants will discover for themselves that they can become more stake-holder centric, and that it will be of direct benefit to them to do so. This makes them eager to absorb and refresh the skills that will help them do so.

JHW goes to great lengths to prepare participants to commence the workshop in the right frame of mind to participate in the process of mindset shift, including pre-workshop briefing and rapport building, original approach to opening the workshop, pleasant surprises (i.e. small welcome gifts) and enthusiastic and entertaining style.

We need to refresh our skills or we will gradually lose them. Complacency is an unfortunate reality for most of us over time, and the journey from "Conscious Competence", through "Unconscious Competence", to "Unconscious Incompetence" is inevitable. If participants have not experienced the Shift in Mindset (step 1), there is a real likelihood that the refresh of skills will be sub-optimal. Reactions might vary from "I already know this stuff" (but are you actually doing it?), to "I don’t think this is relevant to my role" (because they see their role, possibly erroneously, as a specialist not a service provider). This step is not just about learning (and refreshing). It is about learning (and refreshing) with an intent to use.

Having topped up the skills it is important to put into practice as soon as possible. Typically 50% of a JHW workshop will take the form of participants putting the skills into practice in experiential and realistic role play situations. This represents the first step in executing the changed behaviour.

A vital part of the behavioural change process is understand how well we have executed. particularly in the first attempts. Review from workshop peers and facilitators provides high value feedback to participants on how they might continue to use their skills more effectively. Most participants exit the workshop with greater confidence in their ability, and yet understanding that there is more to master in order to be better.

JHW usually provides a post workshop reunion around 4 - 12 weeks after the workshop. As well as dealing with new topics, and perhaps refreshing on workshop topics, participants share practical experiences of techniques they have been able to use in practice. We mostly find that participants have used different learning points, and are interested in the outcomes others have had. It is a second opportunity for then to apply techniques from the workshop and achieve an increased level of behavioural change (and value).

The learning log is a central tool used throughout workshops. When JHW runs a workshop, we understand that each participant is starting from a different point, and that each will have different aspirations. By that reasoning, each will take away different learning points - a standard list of outcomes is inappropriate.

Distributed at the start of a workshop, the Learning Log provides participants with a compact note book to record their most valuable learning points, with thoughts on how and when they might be used in practice. A further space provides the opportunity for on the job self analysis - “How might I use this technique better in future?”. On each day of the workshop, innovative Learning Log Review sessions are designed to ensure that key learning points are captured, reviewed and discussed. There is an emphasis on not just learning, but learning and using.

Part of the power of the learning Log is that the participant wrote the points in it themselves. They thought it was a good idea. They have buy-in to it. This makes the likelihood of application and sustainability so much higher.

Attend the workshop yourself! The least you get is a valuable refresher, and who knows you might pick up some new ideas? More importantly, you will be leading from the front, demonstrating your commitment. You will also be in a position to spot and reward improved behaviour of staff post workshop, and will be in a position to engage constructively with your staff on some of the key important issues that otherwise get little exposure in the day to day turmoil.

Visibly use the techniques your self, whether it be the learning log in handy reach on your desk, or perhaps active use of the call plan for meetings. Familiarise yourself with the frameworks and jargon and actively refer to it and use it in staff discussions. During reviews challenge whether we understand the personality quadrants of the stakeholder. Challenge the level of engagement - Do they Trust us? Do we have Rapport? Do they perceive the value we bring? Based on what evidence? Be seen to walk the talk.

Each direct report deserves 1 hour of your time each month. Not to discuss their workload or project progress, but to focus on their skills and personal development. Their Learning Log is a great starting point. Discuss with participants several weeks after the workshop what interventions they have adopted since their workshop, and what other ones they have listed, but yet to get to. What observations can you share with them (either positive or constructive)? What can you do to help them develop and practice their skills further? This sounds like a great opportunity for delegation. These sessions can be one to one, or broader groups. A casual coffee session can be more productive for some than a formal meeting room. The value of starting with their learning log, is that the participants have written the suggestions in the log in the first place so you are less likely to meet resistance.

Encourage your direct reports to cascade the learning log review down to their direct reports (and so on)

Run regular refresher sessions, to bring skills to front of mind. You can bring in external facilitators to run some sessions (JHW is always pleased to run these), but you can also do a lot yourself. Take the lead by running one or two sessions yourself, at team meetings then delegate the leadership of the sessions to team members.

The comments in each persons' Learning Log were entered by that individual. Thus they are unlikely to dispute the need for improvement in those areas. Constructive feedback on how they are developing their skills, along creating opportunities for the individual to practice their developing skills is invariably well received and highly valuable. Ultimately, you might get to the point where you can add some of your feedback and thoughts to that persons learning log, as further areas to address