Writing Workshop Outlines

"𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘨𝘦𝘵 𝘱𝘦𝘰𝘱𝘭𝘦 𝘵𝘰 𝘢𝘱𝘱𝘭𝘺 𝘸𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘭𝘦𝘢𝘳𝘯𝘦𝘥 𝘢𝘵 𝘸𝘰𝘳𝘬?" HR always asks this question. It's a perennial challenge for L&D. As a experienced trainer and founder of Ministry Of Influence, I've always been trying to solve this issue. Recently, my associate Shawn Hoh and I were working on designing post-workshop challenges, prompts and activities to help participants apply what they'd learned. We could have asked AI to write it for yes, but we spent a couple of hours editing the copy. Why? Because every word we chose was either opening a door or closing one. For example, Shawn suggested we demarcate the challenges by 3 levels: 1. Novice 2. Practitioner 3. Master Logically, it made sense. But it didn't sit well with me. Because here's how it might affect participant's perception: • People who pick "Novice" quietly categorise themselves under "𝘯𝘰𝘵 𝘨𝘰𝘰𝘥 𝘦𝘯𝘰𝘶𝘨𝘩 𝘺𝘦𝘵". • Person who aspire to "Master" but doubt themselves choose nothing, paralysed between ambition and fear of failure.    Labels don't just describe where people are. They shape where people believe they can go. Psychologist, Albert Bandura spent decades showing that a person's belief in their own ability, what he called "𝘀𝗲𝗹𝗳-𝗲𝗳𝗳𝗶𝗰𝗮𝗰𝘆" is one of the strongest predictors of whether they will attempt a behaviour, persist through difficulty, and ultimately succeed. We rewrote every prompt in the document too. One originally read: "𝘈𝘯𝘴𝘸𝘦𝘳 these questions honestly." We changed it to: "𝘙𝘦𝘧𝘭𝘦𝘤𝘵 𝘰𝘯 what happened." • "𝘈𝘯𝘴𝘸𝘦𝘳" pulls people back into an exam room, where there are right and wrong responses, and someone is marking them. • "𝘙𝘦𝘧𝘭𝘦𝘤𝘵" opens an internal door. It's an invitation, not an interrogation. This isn't semantic fussiness. Words are not neutral. Psychologists call it the 𝗳𝗿𝗮𝗺𝗶𝗻𝗴 𝗲𝗳𝗳𝗲𝗰𝘁. How you frame a task directly shapes whether people approach it with confidence or shrink from it with doubt. Change one word, and people's willingness to engage shifts. So back to the original question, "𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘨𝘦𝘵 𝘱𝘦𝘰𝘱𝘭𝘦 𝘵𝘰 𝘢𝘱𝘱𝘭𝘺 𝘸𝘩𝘢𝘵 𝘵𝘩𝘦𝘺 𝘭𝘦𝘢𝘳𝘯𝘦𝘥 𝘢𝘵 𝘸𝘰𝘳𝘬?" We encourage. We cajole. We even nag. But when people still don't apply what they've learned, we tend to chalk it down to lack of motivation. But that makes them feel gaslit, as if the failure to transfer learning is a character flaw. It isn't. It's a design failure. If we want people to act, we need follow-up experiences that protect their agency, making the next step feel chosen, not coerced. Because when people feel like they're choosing, they bring a different quality of commitment to what comes next. Languaging is not a soft skill. It is a design decision. And every word either opens a door or closes one. #WholeHearted #ProfessionalFacilitation 💬 Looking for a facilitator for your next offsite or workshop? Let's connect!

Rule number one for a successful workshop: start with an icebreaker. The most effective learning happens when people feel confident to ask questions, express their ideas, and work with others. This does not happen by default, especially if your workshop brings together a diverse group of people who have never met before. You need to break the ice. And there are dozens of possible activities to achieve that, but it is important to choose the icebreaker activity wisely. Here are three things to consider: ·      Know your audience: Consider the size and background of, and the dynamics within your group. In a group where people are not yet comfortable with each other, or come from cultures with strict social norms, you may want to choose simpler icebreakers, like a round of introductions. In a group where people are more familiar with each other, you can go for more creative options. ·      Know your objective: An icebreaker should not be just a random thing, but rather an activity that is linked to the objectives of the workshop. It can set the tone and prepare the participants for the workshop content. ·      Know your timing: You want to make sure that the icebreaker is not too long or too short, but just enough to achieve your objective and keep your group engaged. Everyone has an opportunity to contribute but, at the same time, the icebreaker doesn’t “eat into” the time of your training content. This week I opened the IT Emergency Management Training for a group of 15 IT colleagues, who came from various operations within UNHCR, the UN Refugee Agency: from El Salvador and Mali to Armenia and South Korea. I chose to open the session with an icebreaker requesting the participants to share an interesting fact about themselves. Through this question, we learned that we had among us a taekwondo medalist, a karaoke aficionado, and a watch expert. This activity was crucial to break the ice, and get everyone ready for intense teamwork. What is your favorite icebreaker?

The ultimate guide to creating transformational workshop experiences (Even if you're not a natural facilitator) Ever had that gut-punch moment after a workshop where you just know it didn’t land? I’ve been there. Back then, I thought great workshops were all about cramming in as much content as possible. You know what I mean: - Slides with inspirational quotes. - The theory behind the frameworks. - More activities than a summer camp schedule… Subconsciously I believed that: The more I shared, the more people would see me as an expert. The more I shared, the more valuable the workshop. And participants would surely walk away transformed. Spoiler: they didn’t. They were hit-and-miss. But then on a leadership retreat in 2016, I stumbled onto something that changed everything. Something so obvious it's almost easy to miss. But when you intentionally use them, it took my workshops from "meh" to "mind-blowing": Three simple principles: 1️⃣ Context-based Learning People don't show up as blank slates. They bring their own experiences, challenges, and goals. When I started anchoring my content in their reality, things clicked. Suddenly, what I was sharing felt relevant and useful — like I was talking with them instead of at them. 2️⃣ Experiential Learning Turns out, people don’t learn by being told. They learn by doing (duh). When I shifted to creating experiences, the room came alive. And participants actually remembered what they’d learned. Experiences like roleplays, discussions, real-world scenarios, the odd game... 3️⃣ Evocative Facilitation This one was a game-changer. The best workshops aren’t just informative — they’re emotional. The experiences we run spark thoughts and reactions. And it's our job to ask powerful questions to invite reflection. Guiding participants to their own "aha!" moments to use in the real world. (yup, workshops aren't the real world) ... When I started being intentional with these three principles, something clicked. Participants started coming up to me after sessions, saying things like: "That’s exactly what I needed." "I feel like you were speaking directly to me." "I’ve never felt so seen in a workshop before." And best of all? Those workshops led to repeat bookings, referrals, and clients who couldn’t wait to work with me again. Is this the missing piece to your expertise? - If so, design experiences around context. •Facilitate experiences that evoke reactions •Unpack reactions to land the learning ♻️ Share if you found this useful ✍️ Do you use any principles to design your workshops?

In the last 9 years of training and facilitating professional groups, I’ve learnt that delivering a workshop is not just about sharing knowledge — it’s about orchestrating an experience for the participants which open up avenues for them to draw insights for themselves. Each moment calls for a different hat, and knowing which hat to wear and when is what transforms a session from good to great. I swiftly change my hats when in a workshop, these are some of the roles that I take up often- The Storyteller — When concepts feel abstract, stories bring them to life. A personal anecdote, a metaphor, or a well-timed parable can make ideas unforgettable. Stories ignite emotions, and emotions drive transformation. The Subject Matter Expert (SME) — There are moments when authority is essential. As the SME, I distill complex ideas into simple, relatable insights. Here, precision, clarity, and confidence reign supreme. The Energizer — Energy dips are inevitable, but as the energizer, I inject the room with enthusiasm. It might be an icebreaker, a playful activity, or simply a shift in tone. Momentum matters. The Actor (Theatre in Training) — Embodying a persona makes the experience visceral for participants, encouraging them to confront and solve real-world challenges. The Coach — Not every insight can be taught; some must be discovered. Here, I shift to a coach’s hat — listening deeply, asking probing questions, and letting participants arrive at their own 'aha' moments. This is where ownership of learning happens. The Mindfulness Guide — In moments of overwhelm or tension, I pause and guide participants to reconnect with presence and calm. Silence, breathing exercises, or reflection time are more powerful than many realize. The Detective — Every group is different. I watch for non-verbal cues, unspoken tensions, and subtle resistance. Identifying these dynamics early allows me to tailor the approach on the fly. The Facilitator of Dialogue — No trainer is the sage on the stage, it is essential to harness the group's wisdom. The Challenger — Growth doesn’t happen in comfort zones. As the challenger, I nudge participants to step beyond their limits, question assumptions and see new perspectives. The Motivator — At the end of the day, every participant needs to leave inspired. I remind them of their potential, highlight their wins, and leave them with a sense of possibility. Each of these roles is a hat I wear with intention, but to serve the participants' growth. Essence is not in wearing every hat at once; it’s about knowing which one to wear at the right time. #CorporateTraining #MasterFacilitator #Storytelling #LeadershipDevelopment #LearningAndDevelopment #Coaching #FacilitationSkills #HumanToHuman #facilitation #workshop #session #softskills #BehaviouralTraining #Training Women's Web LinkedIn for Learning

🤔 How might you infuse more experiential elements into even the most standard Q&A session? This was my question to myself when wrapping up a facilitation course for a client that included a Q&A session. I wanted to be sure it complemented the other experiential sessions and was aligned with the positive adjectives of how participants had already described the course. First and foremost - here is my issue with Q&As: 👎 They are only focused on knowledge transfer, but not not memory retention (the brain does not absorb like a sponge, it catches what it experiences!) 👎 They tend to favor extroverts willing to ask their questions out loud 👎 Only a small handful of people get their questions answered and they may not be relevant for everyone who attends So, here is how I used elements from my typical #experiencedesign process to make even a one-directional Q&A more interactive and engaging: 1️⃣ ENGAGE FROM THE GET-GO How we start a meeting sets the tone, so I always want to engage everyone on arrival. I opted for music and a connecting question in the chat connected to why we were there - facilitation! 2️⃣ CONNECTION BEFORE CONTENT Yes, people were there to have their questions answered, but I wanted to bring in their own life experience having applied their new found facilitation skills into practice. We kicked off with breakout rooms in small groups to share their own experiences- what had worked well and what was still challenging. This helped drive the questions afterwards. 3️⃣ MAKE THE ENGAGEMENT EXPLICIT Even if it was a Q&A, I wanted to be clear about how THIS one would be run. I set up some guidelines and also gave everyone time to individually think and reflect what questions they wanted to ask. We took time with music playing for the chat to fill up. 4️⃣ COLLABORATIVE LEARNING IS MOST IMPACTFUL Yes, they were hoping to get my insights and answers, however I never want to discredit the wisdom and lived experience in the room. As we walked through the questions, I invited others to also share their top tips and answers. Peer to peer learning is so rich in this way! 5️⃣ CLOSING WITH ACTIONS AND NEVER QUESTIONS The worst way to end any meeting? "Are there any more questions?" Yes, even in a Q & A! Once all questions were answered, I wanted to land the journey by asking everyone to reflect on what new insights or ideas emerged for them from the session and especially what they will act upon and apply forward in their work. Ending with actions helps to close one learning cycle and drive forward future experiences when they put it to the test! The session received great reviews and it got me thinking - we could really apply these principles to most informational sessions that tend to put content before connection (and miss the mark). 🤔 What do you think? Would you take this approach to a Q&A? Let me know in the comments below👇 #ExperienceLearningwithRomy

[53] Fifteen Best Practices for How to Lead a Workshop On Wednesday, I gave a workshop on how to give a workshop—very meta, I know. Andreas Schröter invited me to a be.boosted event where the new generation of fellows will soon be leading their own workshops. So the timing was perfect! But what actually matters when planning and running your own workshop? Here are 15 best practices I’ve developed over the years: ---------- PREPARATION & PLANNING ---------- ⏳ 1) Time Your Workshop Realistically Less is more—don’t overload. For a 60-minute session, plan 30 minutes of content and 30 minutes of interaction. ☕ 2) Include Breaks (Even in Short Workshops!) Attention spans fade fast. Give a 5-10 minute break every 45-60 minutes to keep energy up. 🎤 3) Start Strong—Skip Awkward Intros Ditch the long bios. Open with a question, story, or surprise: "What made the best workshop you’ve attended great?" 🙋 4) Engage Participants Immediately Ask easy, low-stakes questions in the first five minutes: "What’s one word that describes how you feel about leading a workshop?" 🖥️ 5) Prepare Interactive Elements—But Only With Purpose In my humble opinion, many workshops are currently overusing interactive elements like complex quizzes or flashy slides just to seem impressive. Interaction is great, but only when it serves a clear purpose. ---------- DURING THE WORKSHOP ---------- 🎭 6) Get Participants Doing Something People remember what they do. Use polls, breakout rooms, or whiteboards. Example: "In pairs, share one example from experience." 🤫 7) Embrace Silence—Give Thinking Time Ask a question, then wait at least five seconds. If no response: "Take 10 seconds, then type in the chat." 🔁 8) Repeat Key Takeaways Say it → Show it → Let them say it. Reinforce key points with slides, stories, and activities. ⏱️ 9) Manage Time—Stay on Track Use a timer and give reminders: "Two minutes left!" Always build in buffer time. 🛠 10) Have a Backup Plan for Activities No answers? → Share an example. Too fast? → Add a bonus prompt. Too quiet? → Start with 1:1 or small groups. ---------- CLOSING & FOLLOW-UP ---------- 📌 11) Summarize Clearly Before Ending Never stop abruptly—people need closure (and so do you). The final moments of a workshop are often the most important, yet the least prepared. ✅ 12) End with a Call to Action Encourage immediate application or long-term reflection. Example: "Before you log off, write down one thing you’ll use in your next workshop." ❓ 13) Leave Time for Questions—But Make It Engaging Instead of "Any questions?", try more concrete questions such as: "What additional experiences have you had that we haven’t discussed today?” 📚 14) Offer Follow-Up Resources Share slides, key takeaways, or further reading. If possible, offer to answer follow-up questions. 🎉 15) End with Energy & Gratitude Avoid awkward fade-outs! Close with a final thought. If possible, rehearse your closing as much as your opening.

🚨 When Stakeholders Go Off-Track: A BA’s Guide to Bringing Back Focus As Business Analysts, we know workshops don’t always go as planned. In one of my report automation projects, I learned this lesson the real way. Let me walk you through it. 🔍 𝐂𝐨𝐧𝐭𝐞𝐱𝐭 We were automating a monthly executive dashboard that pulled key metrics from disparate Excel sheets into Power BI. The goal was simple: reduce manual effort, eliminate versioning errors, and provide real-time visibility. 📅 𝐓𝐡𝐞 𝐖𝐨𝐫𝐤𝐬𝐡𝐨𝐩 𝐒𝐞𝐭𝐮𝐩 I scheduled a discovery workshop with business stakeholders from Operations, Finance, and IT. The agenda was clear: 👉 Understand existing manual reporting pain points 👉 Identify data sources 👉 Finalize key KPIs and report consumers 👉 But here’s what happened next… ❌ 𝐀𝐠𝐞𝐧𝐝𝐚 𝐃𝐫𝐢𝐟𝐭 15 minutes in, the Finance lead shifted the discussion to historical data quality issues, while the Operations head started talking about adding predictive forecasting—both important, but outside the initial workshop scope. The workshop started losing focus fast. 🧠 What I Did as the BA Here’s how I tackled it step by step: 🔁 𝐀𝐜𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞, 𝐭𝐡𝐞𝐧 𝐏𝐚𝐫𝐤 “These are really valid concerns—especially around data accuracy and forecasting. Let’s note them in a parking lot and revisit them in a separate session focused on data strategy. For now, let’s return to today’s goal: understanding current report structures and pain points.” 📋 I used a visible “parking lot” section on the whiteboard/virtual board. This helped stakeholders feel heard without derailing the agenda. 📌 𝐀𝐧𝐜𝐡𝐨𝐫 𝐁𝐚𝐜𝐤 𝐭𝐨 𝐎𝐛𝐣𝐞��𝐭𝐢𝐯𝐞𝐬 “Remember, our primary objective today is to reduce reporting effort and bring clarity to KPIs. Once we get that done, we can better explore how to optimize data quality and explore advanced analytics.” I re-shared the agenda slide on the screen and highlighted the current milestone. 🤝 𝐄𝐧𝐠𝐚𝐠𝐞 𝐭𝐡𝐞 𝐑𝐢𝐠𝐡𝐭 𝐏𝐞𝐨𝐩𝐥𝐞, 𝐚𝐭 𝐭𝐡𝐞 𝐑𝐢𝐠𝐡𝐭 𝐓𝐢𝐦𝐞 When technical details about ETL pipelines came up, I quickly noted: “This seems more aligned with the data engineering team. I’ll organize a breakout session involving them separately to deep-dive.” This avoided wasting time and ensured only relevant discussions happened. 📨 𝐅𝐨𝐥𝐥𝐨𝐰 𝐔𝐩 𝐰𝐢𝐭𝐡 𝐂𝐥𝐚𝐫𝐢𝐭𝐲 Post-session, I shared: ➡️ A concise workshop summary ➡️ Action items (including parking lot topics) ➡️ Plan for the next session focused on data quality and forecasting This positioned me as a structured facilitator, not just a note-taker. 🧭 𝐊𝐞𝐲 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲 𝐟𝐨𝐫 𝐅𝐞𝐥𝐥𝐨𝐰 𝐁𝐀𝐬 Stakeholder alignment isn't about stopping conversations—it’s about steering them. As BAs, we must master the art of graceful redirection, stakeholder engagement, and protecting the purpose of every session. ✅ 𝐓𝐢𝐩: Always share a visible agenda, use the “parking lot” tactic, and summarize discussions with clear next steps. BA Helpline

There ya have it... I may be splitting hairs but it stands to reason that when designing, design with safety in mind. Designing with safety in mind involves proactively identifying and mitigating potential hazards during the design process to create safer products, processes, or environments. This proactive approach, often called Prevention Through Design (PtD) or Safety by Design, aims to eliminate or minimize risks before they become problems, ultimately leading to a more secure experience for users. 1. Identify Potential Hazards: Early Risk Assessment: Start by identifying potential hazards early in the design process, considering the context, environment, and user behavior. Consider All Hazards: Think about various types of hazards, including physical, chemical, biological, ergonomic, and psychological risks. Involve Stakeholders: Engage with various stakeholders, including engineers, safety professionals, and end-users, to gather diverse perspectives and insights. 2. Implement Safety Measures: Prioritize Safety: Make safety a core consideration throughout the design process, ensuring it's not an afterthought. Apply Safety Standards: Adhere to relevant safety standards and regulations, ensuring compliance and best practices. Eliminate or Minimize Hazards: Implement measures to eliminate hazards completely or minimize their impact through safe design choices and controls. 3. Continuous Improvement: Regular Monitoring: Continuously monitor and evaluate the safety of the design and its implementation. Feedback and Iteration: Solicit feedback from users and stakeholders, and use it to iterate and improve the design for safety. Stay Updated: Keep abreast of new safety standards, regulations, and technologies to ensure designs remain safe and effective. Examples of Safety in Design: Architecture: Designing clear exit paths, incorporating fire-resistant materials, and ensuring accessibility for all users. Product Design: Using durable materials, providing clear instructions, and incorporating safety features to minimize potential hazards. Process Design: Optimizing workflows, using safe materials and equipment, and implementing safety protocols to reduce risks. By incorporating safety into the design process from the outset, designers can create safer and more reliable products, processes, and environments. This proactive approach not only reduces the risk of accidents but also enhances the overall user experience and promotes a culture of safety.

Workshop safety is crucial to prevent accidents and ensure a safe working environment. Below are some key remedies and practices to promote safety in a workshop: 1. Personal Protective Equipment (PPE) Wear the appropriate PPE: Depending on the tasks being carried out, use safety glasses, gloves, ear protection, face shields, hard hats, respirators, and steel-toed boots. Inspect PPE regularly: Ensure that PPE is in good condition and replace damaged equipment. 2. Tool Maintenance and Inspection Inspect tools before use: Ensure tools are in good working condition and free from defects. Repair or replace damaged tools: Never use a damaged tool, as it can cause injury. 3. Proper Training Provide training: Ensure all workers are trained on how to use tools and equipment safely, as well as how to handle hazardous materials. 4. Organization and Housekeeping Keep the workspace clean and organized: A tidy workshop reduces tripping hazards, and the tools are easier to access. Store tools properly: Always return tools to their designated places after use to avoid accidents. Clear walkways: Ensure that walkways are free of clutter and obstacles. 5. Safe Handling of Materials Know how to lift properly: Always lift heavy objects with proper techniques to avoid back injuries. Use mechanical aids: Use hoists, trolleys, or forklifts to move heavy items whenever possible. 6. Electrical Safety Inspect electrical tools: Regularly check power tools for frayed cords or exposed wires. Avoid water exposure: Never use electrical tools in wet or damp conditions unless they are rated for it. Turn off equipment: Always disconnect electrical tools when not in use or when performing maintenance. 7.Machinery Safety Guard machinery: Ensure that all moving parts of machinery are properly guarded to prevent accidental contact. Follow lockout/tagout procedures: Always shut down and lock out machinery when performing maintenance. 10. Emergency Readiness Know the emergency exits: Make sure everyone knows the location of exits, first aid kits, and emergency contact numbers. First aid training: Have staff trained in basic first aid to deal with minor injuries promptly. always Think and apply Safety. #Safety #Oilandgas #HSE #Energyservicing

I always make people write down what they learned at the end of my workshops, but not in a three-bullets-and-you’re-done kind of way. I usually use one of these frameworks: 𝗔𝗵𝗮 / 𝗖𝗼𝗻𝗳𝗶𝗿𝗺 I ask participants to draw a line down the middle of their paper. One side, they answer: what's a new thing you learned? Other side: what did you already know but now have more confidence in? 𝗜 𝗹𝗶𝗸𝗲, 𝗜 𝘄𝗶𝘀𝗵, 𝗜 𝘄𝗼𝗻𝗱𝗲𝗿 These are three questions that prompt helpful reflection: → What did you really like about this session? → What do you wish you saw but maybe wasn't there? (Great feedback for me) → What are you wondering about, i.e., what idea are you taking forward? 𝗧𝗼𝗺𝗼𝗿𝗿𝗼𝘄 / 𝗡𝗲𝘅𝘁 𝗪𝗲𝗲𝗸 / 𝗡𝗲𝘅𝘁 𝗠𝗼𝗻𝘁𝗵 This is the most powerful one for stakeholder management or facilitation trainings. I ask: →  What is one thing you're doing literally tomorrow based on what we discussed? → What's one thing next week? → What's one thing next month? Then I create accountability for them to follow up with each other in monthly meetings. These frameworks came from years of watching people leave workshops jazzed up and then…doing nothing. Making sure your team has something they can do tomorrow, next week, and next month turns a workshop from a fun event into a real driver of change.