This is part 2 of a 2-part series on Train-the-Trainer programs. In the first episode, we talk about how to uncover the quality of a train-the-trainer process before investing in it. On this session, we talk about the steps involved in training your trainers using the process.Train Your Trainers Using the Train-the-Trainer Model.

That last story leads us into the next part of the train-the-trainer model — the actual training process.

• Good Presentation Skills are Essential to the Train-the-Trainer Model.

Once you have a great course designed, now you will want to spend time actually training your trainers. Step one is to help them develop good public speaking skills. Remember that being a great public speaker is not a natural gift. It is a skill. This skill takes time to develop. When help companies create or revitalize a train-the-trainer process, we almost always start here. If the Subject Matter Experts are confident and if they communicate well, the programs are always more effective. If the SME’s are poor communicators, the process will fail almost 100% of the time.

For details about the specific skills to focus on, refer to 7 Qualities of a Great Public Speaker.

• Develop Your Subject Matter Experts.

When you institute the train-the-trainer model within your organization, start small. Use the “fast food” model that I mentioned above. Have Subject Matter Experts-in-Training explain part of the process to a newer team member.

“Docendo Discimus (by teaching, we learn).” — Seneca

Over time, as your team members become more knowledgeable and skilled, increase their opportunity to teach. The technique that I use with my instructors is to have them start by watching me (or another instructor) teach a session. Next, give them a fun activity to lead while co-teaching with another instructor. Little by little, I increase their face-time in front of the group. In most cases, after they have developed good presentation skills, this learning happens fast.

• Audit Both the SME’s and the Results of the Train-the-Trainer Model.

A big mistake that I made early on was not auditing my trainer’s classes. I assumed that since they spent over a year developing the train-the-trainer skill, the skill would be permanent. If you recall the telephone game that I described in the first part of this session, that is what can happen. I call divergence the “anomaly/snowball effect.”

An anomaly occurs. Most of the time, it is something really small. It is out of the ordinary and may never happen again. However, the trainer sees this anomaly as a problem with the way that the training session has occurred. As a result, he/she changes something slightly. The change then causes another challenge. Another adjustment is made. Every time a change is made that is outside of the original procedure, the divergence gets bigger and bigger. Over time, the SME isn’t following the outlined procedure from step one at all.

Before making changes to the process, it is a good idea to audit the train-the-trainer programs to make sure the process is being properly taught to the next generation.For full show notes, visit The Train-the-Trainer Model on our website.https://www.fearlesspresentations.com/train-the-trainer-model-how-to-create-a-train-the-trainer-course/