Pedagogy

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One of our fundamental beliefs is that it is not professional - nor indeed fair - to expect work colleagues to be skilled in any area of work that they have not been trained well to do. It is therefore both unfair and unreasonable to expect a PA to be skilled in shorthand or speaking a foreign language if she/he has not been taught how to do such skilled tasks. Every day, however, a lot of people in industry and commerce and elsewhere are expected by colleagues to work effectively in teams - or to lead a team of people when they may not necessarily have had any formal or informal coaching or training in such process skill driven exigencies.

One of our other beliefs is that success breeds confidence and even greater success. If you can get someone to individually feel more confident - or get a team to believe they can get great things done when they choose to - you're half way to a wonderful journey of pleasant surprises and professional satisfaction.

Sadly in world of instant gratification, there are some folks who "assume" things - like it will only take a day away on a leadership course to train somebody to be a great leader. The author hates the word "assume" and finds it very annoying that even sensible reasonable people expect miraculous changes in people's attitudes and behaviour in just a few days. At Iain Jennings & Associates we have a bit of a reality check on what you can realistically expect from a 3, 4 or 5 days course. However, we
do our best to pack in as much learning and action as possible if our clients trust us with their staff away from work for 3, 4, 5 or 6 days. If you arrange to meet with Dr Iain Jennings to discuss your needs you'll find he will try to convince you to spend as long a time as you possibly can on your training residentials. Isn't it interesting that in our early days of our history firms such as Lucas and Bosch were asking us to change some of their managers in the same sort of way that some of their apprentices had been influenced on our 7 and 10 days duration training courses. It took some managers a while to realise that the training they were admiring so much was working because we had enough time to get it right. Still today we meet clients who will happily pay for their apprentices to spend a week or two on a course but who can't possibly spare key staff who they describe as "busy constantly firefighting back at work" - and hence unable to attend programmes designed to help them with forward planning, delegation, creative problem solving, and so on.

We have noticed over the years that our clients who take our training and development courses really seriously are already very professional and quality conscious - well usually. Maybe they have worked out that investing in people is a sensible, cost-effective thing to do for the overall success of the organisation.

Sadly, some companies do expect staff to do difficult jobs with inadequate training. Whilst something simple such as first-aider training may be all up to date and in order, you could find that it has been a while since anyone asked why some teams are not working as well as you might reasonably expect them to.
We are very realistic about boosting and improving communications, getting people to listen to each other more, having a clearer picture of the strengths and weaknesses of colleagues, and encouraging people to be more confident in terms of leading teams, stretching themselves and the people around them, and so on. We know from experience that whilst some leaders may indeed be born for many of us it isn't all that simple to command the respect of your colleagues and work mates. What Iain Jennings & Associates has done in the past 30 years is to develop short programmes tailored around clients specific needs which actually deliver lasting an demonstrable improvements in terms of say : -

* IMPROVING COMMUNICATIONS WITHIN A TEAM

*BOOSTING COMMUNICATIONS BETWEEN TEAMS

*DEVELOPING BETTER TRUST & UNDERSTANDING BETWEEN INDIVIDUAL TEAM MEMBERS

* INCREASING CREATIVITY & LATERAL THINKING

* DEVELOPING PROBLEM SOLVING SKILLS

* RAISING THE QUALITY OF MEETINGS & DISCUSSIONS

* TAKING JOINT OWNERSHIP OF TEAM PROBLEMS

* HEIGHTENING CONFIDENCE LEVELS

* RAISING STANDARDS & QUALITY EXPECTATIONS

* INCULCATING A DESIRE TO BE BEST IN OUR CLASS