Ashutosh Dilip Phadke’s Post

UPSKILLING TRENDS – KEY COMMUNICATION SKILLS TO DEVELOP IN 2024 In January 2021 it was predicted that by 2024 approximately 40% of the global workforce would require substantial upskilling. Fast forward to 2024: - The replacement of industries by new sectors has intensified. - AI adoption is no longer a trend, but a reality. - The way people want to receive information is revolutionized every few months... often weeks. Yes, virtual meetings require an entirely new level of preparedness. Yes, people need to see, but also, to sense the data and metrics that support assertions. Yes, people expect presentations that are more visually compelling. But, is matching these expectations enough? I.               WHAT DO LISTENERS EXPECT OF YOU TODAY? Listeners expect authentic mindful connection. So, you now also must be able to demonstrate: ⁃            Solid facilitation skills; ⁃            Solid coaching skills; and ⁃            Solid storytelling skills. What does this mean to you? II.             FACILITATION SKILLS You will need to be able to maintain a dialogue with listeners by responding, often solely, to their non-verbal signals, usually within virtual environments. Are you able to read your listeners’ non-verbal responses, adapt accordingly, change direction on the spot, and facilitate dialogue and connection? III.            COACHING SKILLS You will have to lead entire conversations, sometimes for hours, without making a single statement. Why? Because you must lead the thought process while promoting autonomous thinking by your listeners. A feeling of autonomy is essential to individual well-being, motivation, and psychological health especially in a highly digitalized world. How to you lead conversations without making any statements? By asking questions. Are you able to maintain even a simple five-minute conversation only by asking questions? IV.           STORYTELLING SKILLS You must convey your complete message solely by painting a picture in the brains of your listeners, regardless of their listening style, i.e. intellectual, dominant, friendly, etc. Are you able to engage your listeners’ emotions and senses, especially when it comes to presenting technical information? V.             AN INVITATION Good communication skills training is a powerful career activator. In case you are interested, I offer a suite of five online courses to help you sharpen your faciliation and storytelling skills. You can access all microlearning sessions using your smart phone, tablet and laptop, and take actionable steps straight away. If you are interested in refining your coaching skills, I would love to help you through personal online face-to-face sessions. All the best, Paula Artwork: Holding The Space, 2020/23, by Paula Marcondes

While engagement is important in any training, the way you set up engagement in virtual settings is especially important. Because the virtual environment can feel much less personal, less human. This is particularly true with larger groups. And facilitators need to be mindful of this fact when designing their virtual trainings. Starting with some kind of LOW STAKES engagement right out of the gate - like a quick anonymous poll that you can base further discussion or activities on - can begin to warm people up to the virtual environment. Then you can build on that with things like comments in the chat. Then perhaps move to some whiteboarding exercises. And then breakout rooms for small group discussion. Then full group debrief. Each activity gradually increasing the stakes of engagement. A lot of facilitators simply rely on breakout rooms to create engagement in virtual settings. And with a group of participants who already have solid connections outside of the virtual training, this might work fine. But with a diverse group of participants, this can fall flat, with participants spending half of their time in breakout rooms staring at each other wondering who will speak up first, or figuring out who will report back to the group, with very little time left for productive discussion. Setting up engagement so the stakes of participation increase gradually creates much more psychological safety for participants. Which makes breakout discussions and full group debriefs much more productive. Starting with very low-stakes engagement right out of the gate also level sets the expectation of engagement from the get go. And it does this without requiring participants to make a significant effort in the beginning, which makes participants feel more comfortable as they are gradually easing into the topic. This is so important in virtual settings because facilitators need to intentionally elicit the awareness that, even though this is a virtual setting, we're all still fellow humans sharing a room. We're more than just a collection of random faces on a screen. Just talking about that fact doesn't suffice. The training itself has to produce that awareness. So now I would love to know, what are ways you structure engagement in virtual settings?

UPSKILLING TRENDS – KEY COMMUNICATION SKILLS TO DEVELOP IN 2024 In January 2021 it was predicted that by 2024 approximately 40% of the global workforce would require substantial upskilling. Fast forward to 2024: - The replacement of industries by new sectors has intensified. - AI adoption is no longer a trend, but a reality. - The way people want to receive information is revolutionized every few months... often weeks. Yes, virtual meetings require an entirely new level of preparedness. Yes, people need to see, but also, to sense the data and metrics that support assertions. Yes, people expect presentations that are more visually compelling. But, is matching these expectations enough? I.               WHAT DO LISTENERS EXPECT OF YOU TODAY? Listeners expect authentic mindful connection. So, you now also must be able to demonstrate: ⁃            Solid facilitation skills; ⁃            Solid coaching skills; and ⁃            Solid storytelling skills. What does this mean to you? II.             FACILITATION SKILLS You will need to be able to maintain a dialogue with listeners by responding, often solely, to their non-verbal signals, usually within virtual environments. Are you able to read your listeners’ non-verbal responses, adapt accordingly, change direction on the spot, and facilitate dialogue and connection? III.            COACHING SKILLS You will have to lead entire conversations, sometimes for hours, without making a single statement. Why? Because you must lead the thought process while promoting autonomous thinking by your listeners. A feeling of autonomy is essential to individual well-being, motivation, and psychological health especially in a highly digitalized world. How to you lead conversations without making any statements? By asking questions. Are you able to maintain even a simple five-minute conversation only by asking questions? IV.           STORYTELLING SKILLS You must convey your complete message solely by painting a picture in the brains of your listeners, regardless of their listening style, i.e. intellectual, dominant, friendly, etc. Are you able to engage your listeners’ emotions and senses, especially when it comes to presenting technical information? V.             AN INVITATION Good communication skills training is a powerful career activator. In case you are interested, I offer a suite of five online courses to help you sharpen your faciliation and storytelling skills. You can access all microlearning sessions using your smart phone, tablet and laptop, and take actionable steps straight away. If you are interested in refining your coaching skills, I would love to help you through personal online face-to-face sessions. All the best, Paula Artwork: Holding The Space, 2020/23, by Paula Marcondes

While engagement is important in any training, the way you set up engagement in virtual settings is especially important. Because the virtual environment can feel much less personal, less human. This is particularly true with larger groups. And facilitators need to be mindful of this fact when designing their virtual trainings. Starting with some kind of LOW STAKES engagement right out of the gate - like a quick anonymous poll that you can base further discussion or activities on - can begin to warm people up to the virtual environment. Then you can build on that with things like comments in the chat. Then perhaps move to some whiteboarding exercises. And then breakout rooms for small group discussion. Then full group debrief. Each activity gradually increasing the stakes of engagement. A lot of facilitators simply rely on breakout rooms to create engagement in virtual settings. And with a group of participants who already have solid connections outside of the virtual training, this might work fine. But with a diverse group of participants, this can fall flat, with participants spending half of their time in breakout rooms staring at each other wondering who will speak up first, or figuring out who will report back to the group, with very little time left for productive discussion. Setting up engagement so the stakes of participation increase gradually creates much more psychological safety for participants. Which makes breakout discussions and full group debriefs much more productive. Starting with very low-stakes engagement right out of the gate also level sets the expectation of engagement from the get go. And it does this without requiring participants to make a significant effort in the beginning, which makes participants feel more comfortable as they are gradually easing into the topic. This is so important in virtual settings because facilitators need to intentionally elicit the awareness that, even though this is a virtual setting, we're all still fellow humans sharing a room. We're more than just a collection of random faces on a screen. Just talking about that fact doesn't suffice. The training itself has to produce that awareness. So now I would love to know, what are ways you structure engagement in virtual settings?

While engagement is important in any training, the way you set up engagement in virtual settings is especially important. Because the virtual environment can feel much less personal, less human. This is particularly true with larger groups. And facilitators need to be mindful of this fact when designing their virtual trainings. Starting with some kind of LOW STAKES engagement right out of the gate - like a quick anonymous poll that you can base further discussion or activities on - can begin to warm people up to the virtual environment. Then you can build on that with things like comments in the chat. Then perhaps move to some whiteboarding exercises. And then breakout rooms for small group discussion. Then full group debrief. Each activity gradually increasing the stakes of engagement. A lot of facilitators simply rely on breakout rooms to create engagement in virtual settings. And with a group of participants who already have solid connections outside of the virtual training, this might work fine. But with a diverse group of participants, this can fall flat, with participants spending half of their time in breakout rooms staring at each other wondering who will speak up first, or figuring out who will report back to the group, with very little time left for productive discussion. Setting up engagement so the stakes of participation increase gradually creates much more psychological safety for participants. Which makes breakout discussions and full group debriefs much more productive. Starting with very low-stakes engagement right out of the gate also level sets the expectation of engagement from the get go. And it does this without requiring participants to make a significant effort in the beginning, which makes participants feel more comfortable as they are gradually easing into the topic. This is so important in virtual settings because facilitators need to intentionally elicit the awareness that, even though this is a virtual setting, we're all still fellow humans sharing a room. We're more than just a collection of random faces on a screen. Just talking about that fact doesn't suffice. The training itself has to produce that awareness. So now I would love to know, what are ways you structure engagement in virtual settings?

While engagement is important in any training, the way you set up engagement in virtual settings is especially important. Because the virtual environment can feel much less personal, less human. This is particularly true with larger groups. And facilitators need to be mindful of this fact when designing their virtual trainings. Starting with some kind of LOW STAKES engagement right out of the gate - like a quick anonymous poll that you can base further discussion or activities on - can begin to warm people up to the virtual environment. Then you can build on that with things like comments in the chat. Then perhaps move to some whiteboarding exercises. And then breakout rooms for small group discussion. Then full group debrief. Each activity gradually increasing the stakes of engagement. A lot of facilitators simply rely on breakout rooms to create engagement in virtual settings. And with a group of participants who already have solid connections outside of the virtual training, this might work fine. But with a diverse group of participants, this can fall flat, with participants spending half of their time in breakout rooms staring at each other wondering who will speak up first, or figuring out who will report back to the group, with very little time left for productive discussion. Setting up engagement so the stakes of participation increase gradually creates much more psychological safety for participants. Which makes breakout discussions and full group debriefs much more productive. Starting with very low-stakes engagement right out of the gate also level sets the expectation of engagement from the get go. And it does this without requiring participants to make a significant effort in the beginning, which makes participants feel more comfortable as they are gradually easing into the topic. This is so important in virtual settings because facilitators need to intentionally elicit the awareness that, even though this is a virtual setting, we're all still fellow humans sharing a room. We're more than just a collection of random faces on a screen. Just talking about that fact doesn't suffice. The training itself has to produce that awareness. So now I would love to know, what are ways you structure engagement in virtual settings?

The Art of Engaging Your Audience: A Thought Leadership in Workshop Facilitation . Welcome to a world of imagination, where workshops shift from passive art to engaging dialogue. We combine traditional training with an exciting journey through our audience's minds. Trainers seeking an unforgettable experience, be prepared to innovate! . It Begins with a Story: The Human Heart-Thread Public speaking isn't just about facts; it's about storytelling. A good story creates a connection that even the best PowerPoint can't match. It's a tradition as old as gathering around a fire, captivating listeners with tales of courage and adventure. Speakers have the privilege of weaving tapestries of experiences and wisdom for audiences to enjoy. . Unveiling the Craft: Stories that Resonate Craft engaging training sessions by treating them as a blank canvas for storytelling. Share relatable leadership and perseverance stories to connect with your audience personally, adding depth to your content. Avoid distant tales to maintain interest. . Leading with a Story, Anchoring with Data Utilize stories to evoke emotion and data for logic in communication. Balancing anecdotes with statistics strengthens the narrative, illustrating leadership principles effectively. . The Interactive Chronicle: Sharing the Stage The essence of storytelling lies in evoking responses and engaging listeners. Trainers craft stories with participants, turning them from spectators into partners. Collaborative storytelling creates a learning environment where every participant contributes insights. . Concluding on the Final Act: The Takeaway Compelling storytelling enhances communication by bridging the speaker and audience gap. Craft relevant and engaging anecdotes, infuse workshops with captivating tales, turn dry material into lively narratives, and build a community of enthusiastic learners through your facilitation skills. . The Unwritten Chapter: Your Next Step Ready to craft the next chapter of your workshop? Unravel your narrative to create a session that's both an honor and a thrill to lead. Infuse your training with the warmth and power of storytelling. Invite your audience into familiar and new worlds. Embrace this challenge, and watch your workshops shine with dynamic energy. . _______________________ 😉 I am Jack ✅ I am a retired accredited tax advisor and a senior leader in Blair Singer Training Academy, authorized to teach Blair’s signature sales, team development, and personal development programs in Asia. Blair is the Former Rich Dad Advisor for Robert Kiyosaki, the author of Rich Dad Poor Dad. . Like this post and Want to see more? 🔔 Ring it on my Profile 👍 Follow #jackhmwong 🔝 Connect with me . #facilitation #publicspeaking #education

🌟Rahul Ramchandran 🎯CEO Founder - BrainQ   Communication Master Trainer and Certified Life Executive Business coach sharing 🎯 "The Situation Behavior Impact™ Feedback Tool" Imagine that you recently gave some feedback to a team member. You told them that they were good at presenting, but that they could improve the way they handle the questions-and-answers section at the end. A few weeks pass, and your team member still hasn't made any of changes that you flagged. It turns out that they didn't understand what you wanted them to do. In fact, your feedback only led to more questions: "What's particularly good about my presentation skills?" and "What's wrong with the way I handle questions?" 🎯 If you'd used the Situation Behavior Impact™ (SBI™) model to frame your feedback, you may have avoided this problem. In this article, we take a look at each stage of the model and explain how you can use it to structure your feedback so that it's specific and effective. 🎯 SBI™ stands for: Situation: you outline the situation you're referring to, so that the context is clear and specific. Behavior: you discuss the precise behavior that you want to address. Impact: finally, you highlight the impact of the person's behavior on you, the team and the organization. How to Give SBI™ Feedback Use the three stages of the SBI™ feedback tool to structure your feedback so that it's concise and nonjudgmental: 1. Situation When you're giving feedback, put it into context. When and where did you observe the situation? This gives the other person a specific reference point. 2. Behavior Your next step is to describe the specific behaviors that you want to address. This is the most challenging part of the process, because you should only communicate the behaviors that you – and you alone – have observed directly. Avoid making assumptions or subjective judgments about someone's behaviors. These could be wrong, and they may undermine your feedback. 3. Impact Finally, use subjective statements to describe how the person's behavior has impacted you, the team or the organization. Use "I" or "we" to make the point. 🌟 Rahul Ramchandran 🎯CEO Founder - BrainQ  Communication Master Trainer personally invites you to 👀 Watch BrainQ Communication course invitation video 👇🏻 https://lnkd.in/gtTbpt6R 🌍💻 Visit our Page :BrainQ ✍🏻 Courses 👇🏻 https://lnkd.in/gaS5arre 🌟 And book a FREE Clarity call at  📲 topmate.io/brainq 🤝Let's unleash the Communicator in you 🧠💡BrainQ Empowering Minds Transforming lives Amala M Kaushik Mahapatra -🎯 Leadership Influencer🎯, Top Selling Author Twinkle Singh Meha Sharma Manisha Senggupta Rashmi Keshwani Joyal Abraham Madhumita Arolker Coach Atul Abraham Mathew Alamelu Sripathi Priyanka Mahanta Pandiyan Asha Khaitan Shikha Kathuria Suja Sailesh Toshi Saxena Vaishali Vishwakarma PRIYAM SHARMA🎯POSH Trainer 🎯Author, Leadership Coach Sunidhi Biswas

What are some appropriate rounds for the best management event? Designing the best management event involves creating a variety of interactive and engaging rounds or sessions that cater to different learning styles and objectives. Here are some appropriate rounds to consider: 1. Keynote Speakers Invite industry leaders or experts to share insights on current trends, leadership challenges, and innovative management practices. 2. Panel Discussions Organize panels with diverse experts discussing specific topics, allowing for varied perspectives and audience Q&A. 3. Workshops Hands-on workshops focusing on skills such as conflict resolution, effective communication, or strategic planning can provide practical tools for attendees. 4. Networking Sessions Design structured networking opportunities, like speed networking or roundtable discussions, to foster connections among participants. 5. Case Study Presentations Present real-world case studies for analysis and discussion, encouraging problem-solving and critical thinking. 6. Interactive Simulations Use role-playing or simulation exercises to mimic real management challenges, allowing participants to practice decision-making in a controlled environment. 7. Fireside Chats Conduct informal conversations with leaders about their experiences, challenges, and insights, creating a relaxed atmosphere for learning. 8. Brainstorming Sessions Facilitate group brainstorming on specific topics or challenges, encouraging creativity and collaboration among attendees. 9. Feedback and Reflection Rounds Set aside time for participants to share what they’ve learned and reflect on how they can apply it in their roles. 10. Peer-to-Peer Learning Circles Create small groups for participants to discuss their experiences and share best practices, fostering a collaborative learning environment. 11. Innovation Challenges Host competitions where teams develop innovative solutions to management issues, promoting creativity and teamwork. 12. Wrap-Up and Action Planning Conclude with a session that helps participants create actionable plans to implement what they’ve learned, ensuring they leave with concrete next steps. By incorporating these diverse rounds into the event, you can create a dynamic and enriching experience that engages participants and enhances their management skills.

Have a nice day Friends, Subject: Soft Skills. Topic - "Sharpening the Invisible Edge: How to Train Your Employees for Soft Skills in Your Organization". Soft skills, those intangible qualities that influence communication, collaboration, and problem-solving, are increasingly crucial for success. While a candidate with aced coding tests might look good on paper, it's the employee who excels in teamwork and communication that thrives in a collaborative environment. Step 1: Identify the Needs. Every organization has a unique culture and set of goals. A one-size-fits-all approach won't work. Skills Gap Analysis: Evaluate current employee skill sets through surveys, manager feedback, or skills assessments. Focus Group Discussions: Encourage open discussions with employees at different levels to understand what soft skills they feel are most lacking or valuable within the organization. Step 2: Tailor-Made Training Solutions. Gone are the days of dry lectures on communication or teamwork. Modern soft skills training should be engaging, interactive, and relevant to your employees' day-to-day work. Scenario-Based Learning: Present employees with real-world work scenarios that challenge their soft skills. Role-playing exercises allow them to practice communication, conflict resolution, or negotiation techniques in a safe environment. Microlearning Modules: Break down complex soft skills into bite-sized, easily digestible modules. This allows for flexible learning and caters to shorter attention spans. E-learning platforms and bite-sized videos are excellent tools for this. Mentorship Programs: Pair experienced employees with newer team members. Mentors can provide guidance and feedback on soft skills development in the context of actual work situations. Step 3: Cultivate a Learning Culture. Soft skills development isn't a one-time event. Foster a culture of continuous learning within your organization: Encourage Peer Learning: Create opportunities for knowledge sharing among team members. This could involve brown bag lunches where employees present soft skills topics or internal knowledge-sharing platforms. Lead by Example: Management plays a crucial role in setting the tone for soft skills. Leaders who demonstrate excellent communication, collaboration, and problem-solving inspire their teams to do the same. (A) The Soft Skills Advantage. Investing in soft skills training isn't just about checking a box. It's about empowering your employees to navigate complex situations, collaborate effectively, and build stronger relationships with colleagues and clients. Improved Communication: Strong communication fosters a more cohesive work environment and reduces misunderstandings. Enhanced Teamwork: Effective collaboration leads to better problem-solving and innovation. Thank you, Bhavik Mukundray Sata #bhavikmukundraysata #ahmedabad #softskillstraining #skills #trending #tips