WorkSMART Blog

young worker in front of her laptop, participating in an online meeting

Make "Virtual" Meetings Magnificent!

by Susan Landay on Apr 27 2026
We attended HRDQ-U’s webinar with trainer extraordinaire, Cindy Huggett — Converting Classroom Activities to Engaging Virtual Activities. Cindy was chock-full of ideas to make Virtual Meetings Magnificent and we wanted to share with you! “Transform” activities – don’t just “transfer” One of Cindy’s main messages was taking the time to think about the format and activities you usually deliver in person and how they can be transformed for a virtual setting. Because of a different delivery format, you can’t just transfer them to an online platform. You may need to spend more time to re-imagine what you’re doing and transform it to be effective online. Off to a good start – virtual style Ms. Huggett recommended three tasks to capture attention: set expectations, start strong, and support learning During live learning, a static welcome screen can work quite well. When learning in-person, participants have the benefit of other people in the room, and a teacher or trainer to say hello and make them feel at ease. In virtual settings, however, a single slide will not suffice. Create a warm “virtual lobby or waiting room” with these creative ideas: Fun Facts & Trivia: Try a PowerPoint slide deck that enables engagement and interaction. For best success, find trivia that is relevant to your topic. Q&A: Be prepared with questions for attendees to answer. Ask the group to type their answers into a collective chat so all attendees can see the answers Jokes and Riddles: don’t worry about “corny.” A few "Punchlines and Groaners" can bring on smiles and break the ice Poll question: Ask a probing question at the start to get the group involved and curious about the answer. Use Meridia Polling solutions to gather results. Build Interactivity – frequently Polling: In addition to polling the group at the start of your session, make frequent use of polling during the learning event. Breakout Discussions: Be ready with conversation prompts that are pertinent to your topic. Trainers Warehouse has a bunch that are ready-to-go if your topic is diversity, ethics, trust, teambuilding, leadership, or if you just want to build relationships. if you’re crafting your own questions, these seven tips can help you formulate questions that will yield interesting conversations. Mini Engagements – Every 4-5 minutes: During in-person learning, the cardinal rule was to change your pace or presentation every 20 minutes. Ms. Huggett tells us that the timeline for online learning is much shorter. She suggests introducing some sort of interactive engagement every 4-5 minutes. These can consist of a formal poll; type an answer into the chat; work on your own; stand and stretch; change speakers/presenters; share a video; play a song; call on a student to speak or ask a question; etc. Mini Jeopardy Games: don’t try a full-length game. Rather, break a game into several 3-5 question chunks. Use the questions to precede or follow learning segments. This way, learners will stay better focused on both the game and the explanations. Pass-it-on: During live-learning events, teachers can energize the group by tossing a Koosh ball from person to person, as they each answer questions. An online version of this activity might consist of the facilitator randomly picking someone to talk/comment/reflect; then that participant picks another person by name, and so on. An added benefit is attendees paying close attention to one another. Annotate everything! Finally, Huggett talks about annotation tools that are part of many of these virtual meeting programs. These frequently use a rubric such as “Start/Stop/Change/Continue” or “What? So What? Now What?” More is Better! One clear message we took from HRDQ-U’s webinar is the importance to keep the screen moving. Facilitators will need many more slides than an in-person presentation – almost double the slides. More Virtual Learning Ideas
Colleagues exchanging tokens of appreciation

High-Impact Recognition on a Low Budget

by Susan Landay on Nov 11 2025
You probably don’t need to be told that employee recognition fuels engagement, motivation, and retention. After all, recognition is said to increase performance by as much as 24%. The challenge? Many appreciation programs come with hefty price tags — from bonuses to trips and elaborate awards. Saying “good job” or “I appreciate you” doesn’t need to break the bank. When my boys were in elementary school, Principal Mark Springer would have a weekly “Star Assembly” where he’d recognize two students from every classroom to come up and receive a prize. Teachers would ensure that every student received two stars over the course of the year. My kids are college graduates now, but they still have those cardboard stars with their names on them tucked away among their keepsakes. Indeed, with a little creativity and consistency, small gestures can go a long way. Before starting your own affordable appreciation or recognition program, ask yourself: What do I hope to achieve by recognizing this person or team? Are you looking to build positivity and engagement? Acknowledge big accomplishments? Build team spirit? Understanding this first will help you match your recognition strategy to your goal. REWARD – focus on Grandiose Achievements Every once in a while, you need to make your recognition extra special. For those especially significant accomplishments, celebrate in public, with lots of fanfare. These resources can help mark the occasion: Certificates and diplomas – these typically get lost in a drawer unless they are distributed in a padded certificate folder, plaque, or DocU-Sleeve. Stage a graduation or award ceremony and invite recipients to give an acceptance speech. Develop a unique trophy that speaks to the particular achievement — choose anything from a custom glass award to a playful piece, depending on the statement you hope to make. MOTIVATE – shoot for Everyday Accolades Don’t reserve recognition for momentous events. Build engagement by acknowledging the little stuff too, as frequent feedback will inspire additional effort. In this case, a big “to do” is less important than consistency. Try these tools to make it inexpensive and super easy: Catch someone doing something good and hand them a “You Got Caught…” Card. Jot a note on the back, reminding them of what they did. Share a Token of Appreciation that folks can keep in their pocket or pass along to the next worthy recipient. Leave a sticky note at someone’s workstation to acknowledge their effort or contribution. Check off a box on a playful Kudos Note and dash off a note of appreciation. Schedule a weekly “Commendations Conference,” at which you can recognize positive contributions big and small–from having to positive attitude to solving a tricky problem. Ask colleagues to nominate one another for the recognition. BUILD UNITY – try some Team Treats Team success sometimes takes more effort than solo missions. When teams work well together, make a fuss. Recognize both individual and team contributions with items like these: Award a team trophy–anything from a Puzzle Piece trophy to something representative of the team’s achievement. Make peer-to-peer recognition easy with Kudos Notes for teams. Present the same prize to every team member. It can be as small as a desk toy or lapel pin, or as big as a party. Gift cards can also be quite thoughtful, but keep in mind that more visible rewards may give you more bang for the buck in terms of being more memorable. HAVE FUN – use Playful Prizes to say “good job” Small prizes can make a big impact when it comes to humor, fun and levity. Playful prizes can encourage participation and inspire positive feelings. These do-it-yourself, low-cost tokens can pack a punch: Customize your own Scratch Tickets. 1,000,000 bill says “Thanks a Million.” Sweet treats can invite a play on words, as well as be tasty and shareable favorite handmade messages include: Tootsie Roll – You’re on a roll! Extra Gum – Thanks for being Extraordinary! Starburst – You’re a star! Milky Way – You’re out of this world! Swedish Fish – you’re o“FISH”ally the best! Barnum’s Animal Crackers – this place would be a zoo without you! M&Ms – you’re Magnificent & Marvelous Build excitement with a Prize Wheel Try the Cracker Jacks or dentist office approach, where the prize winner gets to pick their prize from a display. JUST DO IT! Giving recognition does not require a large budget or time investment. However, saying “great job,” in private or public, with fanfare or discretion, and accompanied by a large or small token, can have an impact that’s much larger than the gesture. READ MORE… Susan Landay has written extensively about appreciation and recognition. Find more ideas in these additional articles: TD Magazine’s “Affordable Appreciation”, by Susan Landay – NOTE: This publication is available only to ATD members. If you’d like a copy, let me know, and I’ll send you a gift copy! Recognition Increases Performance 24% The ROI of Recognition Criticism, Feedback, and the Power of Praise Promoting Core Values in your Company Amazing Swag Bags for your Company
What's your Style? with a range of qualities displayed on a rainbow colored wall

Discovering Styles through Personality Assessment Tools & Activities

by Susan Landay on Mar 07 2025
Personality and style assessments help individuals and teams recognize their strengths, understand how they interact with others, and appreciate differences. Taking an assessment test is only the first step in the process, however. Trainers, managers, and leadership coaches often use the assessments to build self-understanding, as well as to create more effective teams, develop leaders, improve communication, strengthen emotional intelligence, coach and mentor colleagues, build strong relationships, and much more. Here, we look at how facilitators utilize the personality assessment tools and activities, such as the Discovering Styles Thumball from Trainers Warehouse, to achieve meaningful results. Why Bother with Personality Style Tools? Below are the four major goals of assessment and personality type activities. Understand different styles – Recognizing the diverse ways people think, communicate, and work. Appreciate differences – Encouraging respect for different strengths and approaches. NOT pigeon-hole or label! – Avoiding rigid classifications and instead embracing flexibility. Build relationships – Helping individuals collaborate more effectively. Every style is equally valuable – Recognizing that all styles contribute uniquely to a team. Different styles need different approaches – Understanding that successful collaboration requires adaptability. Remember which is which – Learning to identify and work with different styles effectively. Practice. Practice. – Applying these insights in real-world situations to improve teamwork. Popular Personality Style Tools Despite the vast number of personality profile tools available, they all share a common goal: categorizing individuals based on their strengths and preferences. Here are a handful used by the trainers in our community: Myers-Briggs Type Indicator (MBTI) – A widely used tool that categorizes individuals into 16 personality types based on four key traits. DISC Personality Assessment – Focuses on four behavior styles: Dominance, Influence, Steadiness, and Conscientiousness. Hogan Personality Inventory – Used in workplaces to assess leadership potential and workplace compatibility. 16 Personalities – A free, modern adaptation of MBTI with practical applications. HRDQ’s What’s My Style? – A self-assessment tool designed to help individuals understand their preferred communication and behavior styles. Enneagram – A personality system that categorizes individuals into nine core types based on motivations, fears, and behaviors. True Colors – A simple four-color system that identifies personality traits and communication styles for better teamwork and relationships. Clifton Strengths – A strengths-based assessment that identifies an individual’s top talents to maximize personal and professional potential. While each tool uses different names and colors to represent personality styles, they all categorize key traits to make it easier to identify and remember different approaches. Every one of these qualities plays a vital role in a well-rounded, high-functioning team, yet no individual possesses all strengths equally. The key is fostering collaboration and effective communication, as our differences influence both how we perceive interactions and how we respond to them. For example, an assessment tool might align characteristics such as these: Creative, visionary, inventive – Ideal for brainstorming and innovation. Reliable, steady, cooperative – Great at maintaining consistency and fostering teamwork. Charismatic, persuasive, outgoing – Thrive in leadership and social roles. Analytical, data-driven, organized – Excel in structured and logical environments. Decisive, assertive, competitive – Natural problem solvers and leaders. Each framework offers a unique lens for understanding how people think, interact, and make decisions. By recognizing colleagues’ unique preferences, we can approach conversations with greater empathy, tailor our messaging to resonate with others, and create more productive, harmonious environments in both personal and professional settings. Tools and Activities for Assessment Learning Events The ATD Community delivered when I asked about their favorite activities to complement personality assessments. The exercises fell into two main categories: 1) using the assessment reports to draw understanding about the different styles; and 2) interactive exercises formulated around the personality types. For instance: REVIEWING THE ASSESSMENT REPORT Many facilitators structure activities around the assessment reports delivered following a test. Typically, the reports explain the test results and offer tips on how to work effectively with others. Activities based on these reports might include: Discuss what you learned about your own style Share whether you feel the results accurately reflect your preferences Identify qualities you wish were stronger (or less strong) EXERCISES & ACTIVITIES To make the experience more robust and memorable, facilitators draw on additional activities like these: Create a 5 x 7 reference card for each style Identify a pop-culture icon or individual with that trait Share video clips exemplifying various preferences Find a “Personality Twin” Discuss how you can work with or communicate more effectively with others Role-play – share usual response to a question, then edit your response to appeal to a different style The Discovering Styles Thumball to explore Personality Styles While the above activities are all effective, facilitators are excited for the opportunity to use a 3-dimensional tool to make their assessment debrief more physical, full-body activities. Enter the Discovering Styles Thumball from Trainers Warehouse. This activity encourages discussion and self-reflection in a playful and engaging way. Moreover, it can be used to achieve each of the four goals that lead facilitators to conduct assessments in the first place: 1) understand different styles; 2) appreciate the importance of differences; 3) remember which style is which; and 4) practice communicating differently depending on your partner’s preferences. How the Discovering Styles Thumball Works This ball is slightly different from our other Silver Series Thumballs, in that the complete prompt is not written on the panel. Rather, the facilitator comes up with a QUESTION. Below are a few examples that might work well, depending on your goal: Self-understanding: How well do you identify (or not) with this quality? Self-understanding: How, in your role, could you exemplify this quality? Valuing Differences: How does this trait contribute to success in the workplace? Valuing Differences: In what situations is this quality most valuable? Understanding the quality: How can this quality be used to resolve conflicts? Understanding the quality: Who is a famous person that embodies this quality? Putting it to practice: Of those you work with, who do you identify with this quality? Putting it to practice: Given your own style, how would you work with someone who has this quality? Then, the participant who catches the ball reads the personality quality under their thumb and answers the question specifically regarding that quality. In other words, the player might answer, “How does contribute to success in the workplace?” Game Options for the Discovering Styles Thumball Focus on One Question – Players respond to a single question related to their quality. Round Robin – Participants take turns answering different questions in multiple rounds. Team Play – Teams catch the ball and respond to personality-related questions collaboratively. Style Pairs – Players compare two qualities under their thumbs and discuss how they interact. A  Few More Tips For Facilitating Personality Assessments  Consider the Language you use: Not “Type,” but rather… Communication Style Inventory of Preferences Set the stage and set expectations Every style is equally valuable There is no one best style We possess all styles and have a preference for one more than the others Learning about ourselves helps us understand how we interact with others Create a safe space Establish group agreements about how to create a safe space Identify a “parking lot” to store difficult topics for deeper dives at a later time Final Thoughts Personality assessments and interactive tools like the Discovering Styles Thumball make self-discovery an engaging process. By learning about different styles and practicing adaptability, individuals and teams can communicate more effectively, resolve conflicts constructively, and build stronger relationships. READ MORE Personality Style Activities  
Tokens of Appreciation

Recognition increases performance 24%

by Susan Landay on Jan 03 2025
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Always on the lookout for new research about the correlation of workplace appreciation with job satisfaction and performance, I was happy to stumble across the latest research study by Canva. I wanted to find out just how much recognition and reward affect workers’ performance. Following are some of the highlights of the Canva Study and other citations noting the importance of creating a culture of appreciation at work: Appreciation correlates with “loving my job” In a recent study by Canva, research showed that 94% of employees who feel highly appreciated love their workplace and 91% love their job. By contrast, of the 18% of employees who reported feeling “unappreciated” or “neutral” about their workplace, only 33% expressed love for their job. An organizational culture of appreciation also correlates with employee satisfaction. 81% of the “very satisfied” employees said their company fosters a culture of appreciation. Recognition improved performance by as much as 24% A large number of studies over the years have verified that recognition is indeed a powerful reinforcer of employee behaviors leading to performance improvement. A Meta-analysis of 19 reinforcement theory studies revealed an average effect of recognition on performance improvement of 15% (Stajkovic and Luthans, 1997 ). This was followed by a more comprehensive meta-analysis that examined 72 reinforcement theory studies in organizational settings that found an average effect size of social recognition on performance of 17% (Stajkovic and Luthans, 2003 ). Finally, in a recent field experiment, informal recognition increased performance of workers in the manufacturing setting by 24% (Stajkovic and Luthans, 2001 ). … A nationwide survey of US workers found that about 70% report that non-monetary forms of recognition provide the best motivation ( HR Focus, 1999). This same survey found that employees favor recognition from managers and supervisors by a margin of almost 2:1 over recognition from co-workers or other sources. (Nelson, 1994). Fred Luthans and Alexander D. Stajkovic, “Provide Recognition for Performance Improvement.”  Progress, Catalysts, Nourishers In a May 2011 article in the Harvard Business Review, Teresa Amabile and Steven Kramer explain how to “truly engage your workers.” They suggest: “Help them see their own progress.” Workers’ diaries in a number of jobs show that good days are characterized by three things: progress, “catalysts”, and “nourishers”, and bad days are marked by the opposite: setbacks, inhibitors, and toxins. Thanks to Kim Marshall and the Marshall Memo, for his brief synopsis of this great article. “The Power of Small Wins” by Teresa Amabile and Steven Kramer in Harvard Business Review, May 2011 (Vol.89, #5, p. 70-80), no e-link available; the authors can be reached at tamabile@hbs.edu and stevek1006@workevents.net. So what types of non-monetary rewards are the most effective? Bob Nelson, author of 1001 Ways to Energize Employees reports research indicating that the type of recognition employees appreciate most is recognition for their work. In fact, 78% of employees indicated that recognition by managers for good work was “very” or “extremely” important (Nelson 2004). The number one choice for recognition is sincere praise given promptly with specific examples. INFOGRAPHIC: Just Right Recognition   READ MORE Just-Right Recognition – a dozen ways to say “good job!”
Golf Driving Range

Learning Golf in my 50s -- Lessons for Trainers

by Susan Landay on Jun 28 2022
Learning something new is never easy, but it also seems to get harder as we get older. At 57, I decided to take my first golf lesson. While I’ve always been fairly athletic, I’m completely dorky when it comes to arm coordination. My two sons will attest to this as they’ve each tried to teach me to throw a baseball or toss a frisbee. Nonetheless, I wanted to learn how to swing a golf club. I also wanted to experience learning something new as an adult. What might learning golf teach me about training? Learning golf from a pro Once I made my decision, I scheduled a golf lesson. I’d learn from an expert, the proper grip, stance, and swing. As I was starting from ground zero, I had low expectations for myself. Would I make contact with the ball? Could I make the ball arc gracefully into the air? Perhaps I could have looked up the technique on YouTube, but for me, face-to-face lessons felt right, so I could get timely feedback and not start any bad habits. My first lesson went better than expected. With my pro’s expert assistance, I learned the basics and even felt a little hopeful. I made contact with the ball and even hit it to the 50-yard marker. It was a start. But, as the pro said, I would need to keep coming back to the driving range to practice, frequently! I went to the driving range when I could and even invested in a few more lessons. When it comes to corporate training, so much has migrated to online learning–sometimes live, sometimes asynchronous. Trainers are wise to ask themselves if their specific course content, or parts of it, would benefit from face-to-face experiences. The first time I played on a golf course After a year of sporadic visits to the driving range, my friends Alan and Gina invited me to play a round of 9 holes. Having heard about ways to make the game more fun and less competitive — playing from the closest ball, not keeping score, etc. — I decided to say yes. I think I played just two holes when Alan compassionately explained, “they say, the longest drive is from the driving range to the golf course.” Well, isn’t that the truth? I kept at it, finishing my first game of golf and even playing again a few days later. And then… Practice is just practice I’ve been asking myself why I haven’t gone back to the driving range or scheduled another golf outing. Is it just that the timing hasn’t worked, or is my reluctance deeper than that? Certainly, my golf course experience was sobering. I didn’t care about the score; nor was I embarrassed. Still, it wasn’t pretty. As any true golfer knows, the sport is a life-long commitment that takes decades of practice–a particular type of practice. Unlike tennis, when you keep taking swing after swing, developing a rhythm, and practicing on the same court you play on, golf requires practice at a driving range. It’s more similar, I suppose, to baseball, where you develop your swing at a batting cage. Then, when you’re in a live game, on the plate, or at the tee, you rely on muscle memory. Corporate trainers should appreciate that classroom learning is similar to golf and baseball. Mastery of role plays, discussion, and practice in learning centers may not translate to immediate success in live situations. It’s just a starting point, preparation for the real thing. And, like golf, may be coupled with long time lags between each attempt. Growth will continue each time learners face real situations. They can’t expect instant mastery. Fun versus worthwhile Later that week, a friend asked if I had fun. This shouldn’t be a trick question, but it stumped me. I enjoyed walking the beautiful golf course on the perfect spring morning. I also loved being with my friends. But if I’m being honest, the golf part was probably more stressful and frustrating than fun. I still didn’t know what I was doing. I didn’t know if I’d pick the right golf club and perform as I’d practiced, or dribble the ball pathetically forward. I didn’t even know about the golf course etiquette. I was a complete novice and that’s an awkward place to be for someone who likes to be successful and in control. As adults (and children) we want to experience success or progress when it comes to hobbies or jobs. We have short fuses and lagging enthusiasm when challenges are too hard or take too long. I’m reminded of Mihaly Csikszentmihalyi’s concept of flow, which suggests that individuals need to find a balance of difficulty and success, so they don’t give up out of either frustration or boredom. The lessons for trainers are twofold: we need to continue to give positive reinforcement for effort and small steps forward; and, we need to be cognizant of finding that sweet spot, balancing challenge with skill level. Small tokens to acknowledge effort can go a long way. Items like Mini Kudos Notes, High Five Lapel pins, or Learning Mo-Mints are some of my personal favorites. I know from years of experience that sports are more fun when you know what you’re doing, are seeing progress, and are trying to improve. Knowing that I’ll only get better if I really work at it, I ask myself again, “why am learning this? What’s my motivation?” Staying motivated while learning golf Addressing my lag in motivation when it comes to learning to play golf, I realize that I need to return to my initial motivation. Why did I want to learn golf in the first place? My reasoning remains the same: Golf could let me enjoy being outdoors with friends; I could play on those days when my husband needs to put in long hours at work, and it’s a game I could enjoy when running or tennis becomes too hard on my body. In keeping with this understanding, I encourage trainers to start off their training sessions with a conversation about motivation. Ask the group why they are there? Is it just a requirement? If so, what will do for them? Might it help them develop a new skill? Strengthen performance? Qualify them for a raise or new position? Build confidence? Improve relationships? Motivation is key to engagement and should be revisited often. Learning as Adults Our youth is filled with learning new languages, musical instruments, math, reading, science, history, sports, whistling, blowing bubbles, compassion, and on and on the list goes. Our learning tends to slow down after high school, college, or graduate school. Sure, we may pick up a new hobby, read books that stretch our minds or challenge ourselves to master new skills, but the learning curve changes, and becomes much steeper and more slippery. While adult learning may be even more challenging, requiring practice, assistance, encouragement, and motivation, it is also a keen reminder that many children struggle with learning too. Golf has certainly reminded me of that!
15 Fascinating Facts about Smiling - training supplies

15 Fascinating Facts about Smiling

by Susan Landay on Feb 06 2022
I’m a happy person, a glass-half-full, an optimist. So when I see an article about the benefits of smiling, I can’t help but smile myself. Smiling seems so core to a positive workplace, effective customer service, and successful training. 7 Interesting Facts about Smiling Smiles use 5 to 53 facial muscles: Just smiling can require your body to use up to 53 muscles, but some smiles only use 5 muscle movements. Babies are born with the ability to smile: Babies learn a lot of behaviors and sounds from watching the people around them, but scientists believe that all babies are born with the ability since even blind babies smile. Smiles are the most easily recognizable facial expression: People can recognize smiles from up to 300 feet away, making it the most easily recognizable facial expression. Smiling is universal: While handshakes, hugs, and bows all have varying meanings across cultures, smiling is known around the world and in all cultures as a sign of happiness and acceptance. Smiling is easier than frowning: Scientists have discovered that your body has to work harder and use more muscles to frown than it does to smile. There are 19 different types of smiles: UC-San Francisco researcher identified 19 types of smiles and put them into two categories: polite “social” smiles which engage fewer muscles, and sincere “felt” smiles which use more muscles on both sides of the face. Babies start smiling as newborns: Most doctors believe that real smiles occur when babies are awake at the age of four-to-six weeks, but babies start smiling in their sleep as soon as they’re born. Women smile more than men: Generally, women smile more than men, but when they participate in similar work or social roles, they smile the same amount. This finding leads scientists to believe that gender roles are quite flexible. Boy babies, though, do smile less than girl babies, who also make more eye contact. 4 Health Benefits Associated with Smiling Boost your mood: Psychologists have found that even if you’re in bad mood, you can instantly lift your spirits by forcing yourself to smile. Toys and Smiley Balls can help bring out smiles for children and adults alike. Strengthen your immune system: Smiling really can improve your physical health, too. Your body is more relaxed when you smile, which contributes to good health and a stronger immune system. Reduce Stress: When we smile (even if it’s a forced or fake smile), our bodies release endorphins. The rapid change of mood, translates to lower stress and more positive feelings. Smiles are more attractive than makeup: A research study conducted by Orbit Complete discovered that 69% of people find women more attractive when they smile than when they are wearing makeup. The better we feel about ourselves, the happier we are. 4 Reasons why Spreading your Smile Improves the Workplace Smiles are contagious: It’s not just a saying: smiling really is contagious, scientists say. In a study conducted in Sweden, people had difficulty frowning when they looked at other subjects who were smiling, and their muscles twitched into smiles all on their own. If you want a quick reminder to smile, try a Trainers Warehouse Smile Mirror. Smiling helps you get promoted: Smiles make a person seem more attractive, sociable, and confident, and people who smile more are more likely to get a promotion. We smile at work, a lot: While we smile less at work than we do at home, 30% of subjects in a research study smiled five to 20 times a day, and 28% smiled over 20 times per day at the office. Draw out more smiles by talking about the topics that bring you happiness. The Get Happy at Work Thumball or UNZIP-IT Pocket is a wonderful tool to promote positive conversation. Voices sound warmer even on the phone: The reason is not psychological but rather physiological. When you smile, the soft palate at the back of your mouth raises and makes the sound waves more fluid. … The same applies to telephone chatter. Smiling helps your voice to sound friendly, warm, and receptive. NOTE: I found much of this content on in this article on PickTheBrain.com
team building online

From Team-Bonding Activities to Team-Building

by Susan Landay on Jan 09 2022
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Team Bonding Activities—a stepping-stone to Team Building We’ve been neglecting team building. It hasn’t been on purpose. In fact, we’ve been trying hard to keep our teams together despite physical distancing and the absence of consistent day-to-day interactions. We’ve gotten together over Zoom meetings. spoken by phone, and been really creative when it comes to gathering for shared experiences. Thanks to companies like TeamBonding.com, groups have coalesced through virtual casino nights, online chocolate tasting experiences, building gingerbread houses, and cooking extravaganzas. It’s great. And, unfortunately, it’s quite not enough. We need to start moving from team bonding activities to team building activities. Three Critical Criteria for “Formative Activities” While bringing teams together in such creative ways enables us to enjoy one another and establish shared experiences, these activities are not necessarily helping us deepen relationships. As Augusto Giacoman, author of “The Serious Fun of Shared Experiences, warns, shared experiences are not all created equal. Shared experiences that are high-stress and meaningless (i.e. hazing), or stress-free and meaningless (i.e. cocktail parties), are unlikely to build trust, communication, or shared understanding. For trainers then, our goal is to find “formative experiences”—meaningful activities, even if they do involve a bit of stress. We’re forever on the lookout for those perfect exercises that will both strengthen relationships and improve performance. Whether we’re forming teams, storming, norming or performing, our just-right experiences, must meet these three criteria: Flow-ful (Yes, I made up this word): Activities should transport players into a “flow” where they’re neither bored because the challenge is too easy, nor frustrated because it is too difficult. Low-stakes: Protected by the novelty of a “game,” we want exercises that allow teams to dissect, discuss, and learn, outside of real-life situations. While experiences ought to mimic real-life dynamics, they should eliminate the high-stakes stress. Review-worthy: The debrief or review is the whole reason to bother with team-building exercises. Playing the game is just the beginning. What we take away from the experience is all that matters. How does it help our teams learn about themselves and each other? Have we gained greater understanding of our group’s dynamics? Will our teams bond more closely and be more successful? Team Building is Team Bonding with a Purpose Beyond team building games that are flow-ful, low-stakes, and review-worthy, teams grow more cohesive when they unite to accomplish a shared mission or achieve a significant goal, like a charitable community development project or critical work initiative. But, even with perfectly orchestrated experiences and well-facilitated reviews, groups aren’t guaranteed to evolve into high-performing teams. From Team Building to Team Performance In 2012, Google’s Project Aristotle analyzed over 200 teams to determine the most critical elements contributing to team success. As much as they tried, they couldn’t attribute team success to cohesiveness, friendship, leadership, a mix of skills, process, or any of the other myriad of qualities they scrutinized. The only consistent element they found was the presence of “psychological safety”—the feeling that team members could say or do anything without fear of repercussions, judgment, or negative consequences. In other words, successful teams all created environments in which it was okay to be vulnerable. Brené Brown, a guru on vulnerability research, finds that people are usually reluctant to share their vulnerabilities. This is especially true of work colleagues. Employees typically find it inappropriate or fear their position will be compromised. Ironically, when Brown asks her audiences to think of a time they felt vulnerable or weak, then asks how they would perceive another person in the same situation most consider others to be incredibly courageous. The Role of Vulnerability and Psychological Safety in Team Building The key to emotional bonding and developing strong teams is welcoming vulnerability and fostering psychological safety. Therefore, we must choose team exercises and conduct debriefs that allow people to share thoughts and feelings, challenges, and struggles. We need to ask the hard questions that develop trust and build emotional intelligence. Team Building Activities and Debriefs that Welcome Vulnerability. Some of my favorite team-building games for deeper debriefs include: Colourblind, Jungle Escape, Leadout, Simbols by RSVP, Zin Obelisk, Murder Mystery, and Emergency Delivery Game. Each provides a rich experience, requiring good communication and listening, coordination, multiple roles, and process improvement. In a prior article, The Perfect Debrief for Any Learning Game, we used the “What? So What? Now What?” framework to structure meaningful debriefs for these sorts of games. To achieve deeper interpersonal understanding, however, we need to expand our repertoire of “so what?” questions. Here, we have an opportunity to expand conversations beyond the confines of the game and learn about the personal experiences that shape each team member. For instance: After identifying where the group got hung up and what they did when they struggled, say: Think of another difficult time of life. What did you do to change the situation? Who did you turn to for help? Or, If you saw someone struggling in a similar way, how might you help them? After discussing how a leader emerged in this experience, ask: in other aspects of your life, was there a leader who let you down? What happened and how did you respond? After asking what pushed the group out of their comfort zone, discuss: share another life experience in which you were pushed outside your comfort zone. How did it turn out? From Team Bonding to Team Building We shouldn’t dismiss team bonding. Often, team bonding activities contribute to the development of mutual trust and understanding, paving the way for more intimate conversations. At its best, team bonding will enable us to share our more vulnerable sides. Then we can take relationships to the next steps and explore the formative activities and vulnerabilities that will help us bond even more deeply. Read More… Building Relationships through Vulnerability The Perfect Debrief    
business man reading document, sees bad news

Building Relationships through Sharing Vulnerability

by Susan Landay on Mar 13 2020
Managers work so hard to build effective teams and develop strong working relationships. Communication and Listening Exercises is the #1 post on this blog for good reason. Learning to communicate and listen, however, is only half the battle. Bringing people together also requires sharing vulnerability. When I first watched Brené Brown’s TED talk on the Power of Vulnerability. I was familiar with Robert Epstein’s quote, “Vulnerability is the key to emotional bonding, without which relationships tend to feel superficial and meaningless.” But, Brown digs deeper into the nuance of vulnerability, linking it to feelings of shame and unworthiness. Seeing vulnerability as weakness or courage In her talk, Brown asks her audience to think of a time they felt vulnerable. I immediately thought of the time I was asked to share “a marketing effort that flopped” at a conference I’d attended for many years. I weighed the risks (looking and feeling stupid within my professional community) against the benefits (helping others learn from my failed effort), and ultimately decided to do it. To follow up, Brown asks if that vulnerability felt like a weakness. While I might not have used that word, I do recall feeling tentative and exposed, wondering what the audience would think of me. Brown then asks her audience to think of others who faced a similar challenge. If the tables were turned, would we think of folks in a similar situation as weak, or perhaps just the opposite, courageous? Most people perceive others who openly share a vulnerability as quite brave, as did I. Looking back on the experience, I recall more than a handful of people approaching me after the presentation, offering a hug (which I didn’t need) and accolades for my courage to share (always appreciated), letting me know how meaningful it was to them, or sharing their own flops. Vulnerability and relationship building Another “vulnerability memory” that sticks with me dates to my college days. I’d been so focused on projecting a strong outer image that two of my closest friends, Lisa and MaryJane, didn’t realize how much I valued their friendship and started to pull away. I finally broke down in tears one day, sharing my sadness and loneliness. Revealing my vulnerability, I quickly appreciated that relying on friends is a two-way street. They too wanted to feel needed. I was reminded of this again a few years ago, when I was recovering from a mastectomy. Accepting care is as much a gift to the giver as to the receiver. Acknowledging need and asking for help can be especially challenging at work. If you’re not the business owner or boss, you might worry that showing vulnerability could be detrimental to your job. When coming up with discussion prompts for one of our workplace Thumballs, we had a lengthy conversation about some of the prompts that concerned a few of the folks on our team. They worried that employees might feel uncomfortable answering: The thing you most procrastinate Something you wish you were better at A task you’d love help with As a manager, I was thinking how valuable that information would be. It would allow me to adjust roles or provide necessary training. But I understand the tension and my colleagues’ sensitivity to employees not wanting to reveal themselves in that way. Perhaps in some workplaces, admitting vulnerability is unwise. This is unfortunate because these organizations likely forfeit the growth and relationships that such honest conversations yield. Ultimately, we changed those prompts to be more positive, so that team members could slowly open the door to honest sharing, without feeling compromised: What you wish someone else would do for you Something you like to do on your own time What you wish you could change about your role You go first! Even when we know that vulnerability is important to building relationships, nobody wants to take the first step. The Getting to Yes negotiation framework suggests the best way to get someone else to open up is to go first. Negotiation experts suggest that we model the behavior we seek from others and they’ll follow our lead. Moreover, we should go a step further and be completely transparent about it. I’ve done this plenty of times with people I know well, and others I don’t. Kids these days seem to find it easy to preface an uncomfortable situation with a simple disclaimer saying, “This is awkward!” I’d go a step further and explain my unease, as well as the ways sharing vulnerability fosters trusting relationships. Tools for Sharing Vulnerability If you’re not one of those people who can just start blurting stuff out, try one of the dozens of conversation starter tools, readily available online at Trainers Warehouse. Thumballs are fun because they make a game of starting conversations. Each ball has 32 conversation prompts. Whoever catches the ball responds to the prompt under their thumb. With the UNZIP-it! pockets, just pick a card. The beauty of the balls and card decks is the ability to choose prompts that are perfectly suited to the level of existing relationships. Plus, as you can tell from the exchange described above, all prompts are carefully curated and vetted, so they’re thoughtful, appropriate, and relevant. Building Relationships In Fiddler on the Roof, Tevye, a father of 5 daughters, struggles with his girls’ wanting to marry for love, despite his family’s tradition of arranged marriages. Reflecting on his own 25 years of marriage, he shyly asks his wife, “Do you love me?” Initially, she replies, unemotionally: Golde: Do I love you?For twenty-five years, I’ve washed your clothes,Cooked your meals, cleaned your house,Given you children, milked the cow.After twenty-five years, why talk about love right now? Tevye tries again. This time, he goes first, sharing his inner thoughts and a bit of his own insecurity, Tevye: The first time I met you was on our wedding day. I was scared.Golde: I was shy.Tevye: I was nervous.Golde: So was I. Tevye: But my father and my mother said we’d learn to love each other.So, now I’m asking, Golde… Do you love me? Golde considers his words and her experience: Golde: Do I love him?For twenty-five years, I’ve lived with him,Fought with him, starved with him.For twenty-five years, my bed is his.If that’s not love, what is? Tevye: Then you love me?Golde: I suppose I do.Tevye: And I suppose I love you, too. The scene ends in this moment of intimacy, leaving the audience with an understanding and confidence in their relationship. They are the perfect embodiment of Alain de Botton’s assertion, “Compatibility is an achievement of love; it shouldn’t be its precondition.” ~Alain de Botton Deeper relationships, at work and at home, are “achievements” because they take work. They require active effort to communicate, listen, courageously expose vulnerabilities, and build trust. The process may be slow and require many iterations, but the benefits of sharing vulnerability most certainly outweigh the effort. Read more… Making new friends: Building relationships through Communication Building Trust Asking Questions: What we didn’t learn in kindergarten
Kartoon Kudos Collage

Training Superheroes for Powerful Training

by Susan Landay on Sep 24 2019
We need more super heroes. Not the kind you’re thinking of — that can leap over a tall building in a single bound, defy gravity, move mountains, or see through walls. No, we need more real life training superheroes. Maybe we already have them and we just have to take time to notice. They’re in our midst, disguised as teachers, trainers, and managers. They’re in our schools, offices, and meeting rooms. In fact you, reading this, you may be one of them! Super Natural When I think of the super natural abilities of the great teachers and trainers, I think of: 1) PASSION TO INCORPORATE Play Building playful activities into learning events takes valiant effort, commitment, creativity and forethought. As Jill Vialet suggests in her TED Talk, that those who buck resistance and embrace the power of play reap the benefits of engagement and memorability. Even if a lesson isn’t really conducive to a learning game, training super heroes still build in interaction in these easy ways: Start with a teaser If you want to engage the whole brain in your learning event, start with a “wake-up” activity: Stand up-sit down games: (asking people to stand if a statement is true for them) can get the blood flowing and uncover preconceptions of the content. Choose One: guessing how your partner might answer a question is a super speedy way to promote laughter, build relationships, and warm up the room. It only take a few minutes to set a tone that will continue to energize your group. Change your game plan every 20 minutes Sitting and remaining focused for long periods is difficult for everyone. While you might be afraid of how long it will take to settle your group after a break, console yourself with the knowledge that losing 2-3 minutes is way better than having your group mentally drift for the next 20 to 30 minutes. Favorite ways to break up learning segments include: Take a walk – ask learners to stand, walk around the room, or around a table (1x, 2x, 3x or whatever makes sense for your space), then return to their seats. Pair and Share – ask the group to stand; find a partner; exchange one question or reflection, then return to their seats. S & S / Q & A – interrupt yourself to ask if there are any questions. While you’re at it, welcome all who are seated to stand and stretch (S&S) as they think of their questions (Q&A). Wrap it up Plan for 2 minutes of transition time at the end of your session. Use the time for activities that will bring closure to the learning session or prep the group for whatever comes next. For instance: Jot reminders – have them take notes (or highlight notes they’ve already taken) to indicate what they want to ask, remember, or do later. Think about what’s next – What? So What? Now What? – give your group a moment to put closure on what they just learned and think about what might be happening next in their day. If they can rely on time already carved out to do that, they’ll be less likely to mentally check out prior to the end of class to figure that out. I GOT THIS – ask learners to write down: 3 things they learned; 2 actions to apply what they learned; and 1 way they’ll share their learning. 2) A Compulsion to Compliment Super Heroes are rarely think only of themselves. More often, they are preoccupied with rescuing others in distress and saving the world. Everyday super heroes have a similar outward focus. Not only do they notice the effort and contributions of those around them, but they take time to point it out. Kartoon Kudos – Shazzam! Pow! Wowza! Gadzooks!, and $%#!(*&! are just a few of the exclamations that cartoon super heroes use to communicate surprise, amazement, or appreciation. Super trainers can do the same with Kartoon Kudos. Token of Appreciation – superheroes are often a force for good, setting a positive tone for others to follow. “Tokens of Appreciation,” which say “Pass it along” on the reverse side can be the everyday super hero’s virtual cape, a resource that’s always available and ready to use. 3) Loyalty to Listening Let’s not confuse the power of super-sensitive hearing with the superpower of listening. Hearing, of course has to do with how sound waves are received by your ear. Listening, on the other hand, requires taking the time to thoughtfully consider what others are saying, and to discern nuance and meaning, without interrupting or pausing to think of a reply. Resources that encourage listening and promote the development of listening as a skill include: Squeezy Foam Ear – the ear stress toy, available in light or dark colored flesh tone can serve as an ongoing reminder to listen. Blocked Perspective – this communication and listening game requires teams to describe a block structure from their unique perspective, and listen well to others’ so they can rebuild the structure without looking at one another’s photographs. Teamwork & Teamplay – among the features on this versatile card deck is a matrix-style puzzle that requires teams to share information verbally, and then decipher the puzzle and come up with an answer. Becoming a Super Hero Even with the many heroes already in our midst, who bring confidence to incorporate play in their daily lives, have a compulsion to compliment colleagues and are loyal listeners, our world needs more superheroes right now. Hopefully, this array of resources will enable more and more trainers and teachers to ascend to hero status.
Julian Edelman interviewed on CNN

Don't hate . . . collaborate

by Susan Landay on Feb 19 2019
I grew up in a family of three girls. Although I was fanatical about sports, I was not a sports fan. I was a doer, not a viewer. But now, living in New England with my husband and two boys, being a sports fan is not optional. So, as the Patriots fan I’ve become, I watched MVP Julian Edelman’s reply to the question, “What do you say to the haters?” His answer was simple, “Don’t hate, collaborate.” That may not mean much to a Rams fan, or lovers of any other NFL team tired of Brady and Belichick’s reign, but is apropos to everyone suffering the divisiveness of the current political landscape. It also lends fresh perspective to those promoting diversity. Don’t Hate The emotional reaction of hatred often stems from betrayal, feeling threatened, ideological differences, envy, or jealousy. Moving beyond hate requires a transformation of thinking. To erase pre-conceptions and build a fresh mindset, we need new information and new experiences, and new reactions. The only way to do this is to stop talking and start listening. Educate As a former trainer in negotiation and conflict resolution, I learned that to get beyond positional, black and white resolutions, we need to dig down to discover underlying interests, concerns and motivations. We need to ask each other “why?” and understand one another at a deeper level. Choose among several techniques to draw out perspectives and opinions: Just chat – sit down and talk. If you ever feel like the conversation is going in circles and everyone is repeating what they’ve already said, try this: make the other person’s point for them. This proves that you understand their viewpoint, and can simultaneously see a different approach. Play ball – write out important discussion topics on a beachball, or get a Thumball with pre-printed discussion prompts. Photo Decks – Use photographic imagery to draw out feelings, thoughts, and reactions. Write it out – share ideas on sticky notes that can be arranged, resorted, and prioritized. Collaborate With renewed respect and understanding, you can have different conversations–conversations that enhance trust, solve problems, and deepen relationships. Moreover, you can work together collaboratively. Facilitate A mediator, consultant, or third party facilitator can be helpful for unbiased leadership. However, with the right tools and frameworks, working together can be easy and perhaps even pleasant. Consultant-type tools can help you make meetings productive, effective, and stress-free: Road to There – discuss where you are, where you’re going, and the roadblocks to getting “There.” Vision Tree – use the metaphor of a tree to discover the roots that ground you, the systems that support you (trunk), and the fruit you hope to bear. Iceberg – talk about the unspoken ideas and assumptions that lie below the surface, but still affect work processes, environment, and relationships. Agile / Design Thinking – apply the construct of design thinking to foster innovation (Empathize; Define; Ideate; Prototype; Test) Innovate When we stop hating and start collaborating, so many other great things can happen–we can communicate, fascinate, accommodate, commiserate, innovate, and so much more! Read more on Collaboration Communication and Listening Exercises Powerful Beginnings and Endings  
team meeting. colleagues at table with laptop computers out

5 Mission Critical Motives for Meetings and Ways to Make Them Marvelous

by Susan Landay on Aug 24 2018
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My mind was swimming with ideas on how to gamify work and get more done at work after reading Gamestorming by Dave Gray and Sunni Brown . Meetings continue to get a bad rap, but as we transform meetings from time-wasters to strategic imperatives, the question isn’t whether to meet, but rather how to make the most of shared time and run marvelous meetings. If you don’t have a reason to meet, or a goal for the gathering, you probably shouldn’t bother calling people together. Consider these 5 mission-critical motives for meetings. All are valid, necessary, and important reasons to carve out time from your busy day: Build Understanding (Build relationships & share knowledge) Strategize & Plan Address Issues & Challenges Develop New Ideas & Brainstorm Solutions Make Decisions Although the lines that distinguish these categories can be somewhat blurry, they may help organize your thinking and hone in on your goals. infographic will help.> Build Understanding One of the challenges facing large, busy organizations is getting team members on the same page. You’ve likely heard of urban sprawl, but “Corporate Sprawl” is its own phenomenon, common in organizations where departments operate as separate silos, and in workplaces with lots of remote employees. To build alignment and coordination, managers and team leaders must make huge efforts to exchange knowledge and learning, give feedback, share varying perspectives, and foster relationships. Strategize & Plan Incredible synergy results when teams join forces to figure out a plan, attack a challenge, progress on an issue, and devise a strategy. However, despite the benefits that diverse opinions can bring, this approach can make developing a shared vision that much more complex. Whether you use Scrum or Agile methodologies, or more conventional approaches, well-honed skills and tools can help extract individuals’ perceptions and ideas, make them discussable and move toward a coordinated effort. Address Issues & Challenges Achieving growth and success is never smooth sailing. Anyone who stretches to try something new, strives for improvement, or implements a change, knows that they’re likely to hit roadblocks. In organizations, problem “owners” often need to seek guidance and input from colleagues in different roles and departments. Whether the goal is managing change, solving a problem, analyzing stakeholders, or understanding a situation, calling a meeting is often the first step toward finding solutions and moving forward. Develop New Ideas & Brainstorm Experts disagree on whether brainstorming and ideation efforts should begin as an individual or group exercise. However, they tend to agree that the process improves when individuals with divergent perspectives work together to hone, whittle, or develop one another’s ideas in an effort to find the perfect solution. The keys to welcoming creativity include giving people enough time, space, freedom to think out-of-the-box. Jogging ideas with silly or creative prompts can also help the process. The one rule that must be respected, however, is the pledge to reserve judgment. Ideas tossed out by one person can be improved by another, but never criticized. Make Decisions The fifth sensible reason to call a meeting involves making decisions. Although some managers may believe that decisions should be made “at the top,” great leaders are well-aware that involving people in the process of deciding, leads to increased buy-in. Even if a final resolution is not unanimous, participants will appreciate the challenges and tradeoffs and will feel more engaged in the implementation phase. Processes for making decisions include voting, ranking, finalizing terms, or agreeing on a series of next steps. Making the work feel less like “work” Once we appreciate that the work of meetings can be truly important to organizational success, the next question is: how can we make it less tedious and more enjoyable? Drawing from our decades of experience listening to trainers and managers and developing tools and resources to make their teams more effective, as well as culling through the recommendations and resources of countless facilitators and consultants around the globe, we’ve sorted these creative techniques into the six categories described below. In the attached infographic, you will notice that facilitators can apply many of these methods to a range of meeting initiatives. Picture This> Use PHOTO DECKS to find images that represent participants thoughts and feelings or stimulate fresh thinking. Examples include: Select a photo that reflects you. Choose an image to show your feelings. Pick a picture to inspire creative thinking. Select a photo that will remind you of follow-up steps. Stick ‘em Up> Try STICKY NOTES to develop new ideas, and then sort through, organize, shuffle and build on those ideas. Put one idea on each note and then reorganize them in whatever way makes the most sense for your needs: Separate Pros & Cons or Pains & Gains. Create a grid to sort ideas thematically. Organize notes in concentric circles to indicate relative importance. Try themed sticky-note pads to stimulate idea creation or visioning. Sort and sequence thee notes into next steps. Fanciful Facilitation> Draw on METAPHORS to stimulate new thinking and organize thoughts. These techniques are often used by consultants but the formats and structures can also assist managers at every level of a company: Use a “Vision Tree” metaphor to plan your next project. Identify roots, bugs, branches, fruits, etc. Try “Road to There” to strategize, identify roadblocks and solve problems. Consider an “Iceberg” analogy to uncover and discuss hidden issues. Use an “Airplane” metaphor to discuss destinations, engine power, and steering. Personify a problem to explore values, priorities, and features. (i.e. if your problem were a person would it be male or female? What movies would it watch? What brands would it like?) Story-Board It> Develop a STORY to explore new ideas or try out new solutions. Although storytelling traditions are ancient, they continue to be an incredibly powerful tool that evokes emotion and creates lasting memories. These tools can help teams develop their story: Develop a headline that you’d hope to read in the future. Use Story Cubes to imagine and describe a new narrative. Articulate challenges using picture prompts like Images of Organizations. Develop a timeline of your history to reflect backward and seek fresh insights. Tally the Votes> Take a vote and determine which ideas resonate most with the group. Voting by a show of hands will work, but you can add much more nuance and fun with these techniques: Use colored “Voting Dots” to indicate each person’s level of excitement about an idea (red hot, lukewarm yellow, glorious green, etc.). Rank ideas by assigning more points to favorites. You can offer up to 5 points for every idea, or a total of 5 points to be divided among the favorites. Use importance multipliers to give more weight to critical issues – before taking a vote, have the group identify the most important criteria for the decision at hand. Use numbers of fingers (1, 2, 3, 4, or 5) or Thumbs UP/DOWN to quickly gauge group members’ interest. Stepping Forward> Finally, COMMIT to a set of next steps. Before the meeting breaks up, ask your group to write down follow-up actions: Record important ideas on a Memory Wall. Have the note-taker or “meeting scribe” circulate the list of next steps. Ask each individual to write what they’ll do on Start-Stop-Continue-Change Sticky Notes. Schedule a follow-up meeting for any ideas posted to a Parking Lot (ideas that arose which weren’t pertinent to the current meeting but will require future attention). Call ’em by Another Name? Since so much good can come about from well-facilitated gatherings, maybe we simply need to stop calling them “meetings.” The Scrum methodology refers to quick meetings as “Daily Stand Ups.” Others have discarded the word “meeting” and instead gather for one of these: a Huddle, Brainstorm, Ideation, Blamestorming, Breaking Bread, Brown-Bag (lunch meeting), Sprint Meetings, Diagonal Slice (meeting that includes staff from several teams), Interlock (meeting to coordinate), Lunch and Learn, Pre-Mortem, Post-Mortem, Pulse Check (quick checkin), Skull Session (another word for a brainstorm), Town Hall, Visioning, Chit Chat, Buzz Session, or GroupThink. No matter what you choose to call your group session, make sure it has a purpose and a goal, and also that you take the time to make it participatory, fun, and efficient. Explore INFOGRAPHIC now!
Criticism Feedback and the Power of Praise - training supplies

Criticism, Feedback and the Power of Praise

by Susan Landay on Oct 10 2017
A good leader knows how to give feedback and praise. Just ask Kim Scott, whose TED Talk on Radical Candor, transformed our understanding of what it means to be a good boss. Certainly, criticism may be hard to take, but withholding feedback doesn’t do anyone any favors. Scott’s “radical candor” encourages honesty, but doing it well takes practice. Feedback vs. Criticism Coaches, trainers, managers and leaders need to find that sweet spot — the middle ground where they share important feedback but also preserve the recipient’s self-confidence. The “Feedback sandwich” (say something positive, then critical, then positive) is not necessarily a magic bullet. Use scenarios and role-plays to practice giving feedback. Praise If the only feedback you ever give is criticism, your team will quickly know to equate “feedback” with “criticism.” However, positive feedback is also critical for success. Several studies have been conducted over the years, which focus on the benefits of praise. In 2004, Chalk & Bizo found that levels of on-task behavior were significantly greater when praise was given for a specific behavior, rather than general praise. In a 2005 study, Keller, Brady & Taylor found that praise increased student motivation, accuracy of responding & task persistence. So praise is not just about being nice and balancing out your criticism. Praise is essential, in and of itself. To get the most mileage out of giving positive feedback, consider these 7 tips: Recognize specific behaviors – keep it credible and meaningful by identifying details that you noticed. Share praise publicly – extend the praise by allowing others to overhear your recognition. They too, can then reiterate the accolades and be inspired to act in praiseworthy ways. Offer praise frequently – don’t save praise for a momentous occasion. Instead, recognize small successes, as well as efforts to grow and change. Praise people behind their back – some suggest you should tell someone else that a person did well. They will inevitably hear about it through the grapevine and the praise will be perceived as more believable. Personally, I prefer the direct method. Make sure the praise is meaningful – don’t give praise for something silly or too effortless or the praise won’t be valued by the recipient. Create a culture of appreciation – encourage peers, siblings, colleagues and friends to give one another positive feedback. Keep it simple – don’t create a cumbersome process for recognition. All you really need is a kind word, a quick note or email. Great tools for sharing praise Positive reinforcement does not require a huge amount of time or a large budget. Try some of these playful and easy-to-implement resources: Use your words – I remember telling my toddlers to “use their words.” The same goes for us grown ups! Take the time to say “Thank you!” Tokens of Appreciation – Share a token that says “Token of Appreciation – pass it along!” The small coin will be a reminder of the appreciated actions and the importance of spreading the sentiment! Kudos Notes – try a memo note, where all you have to do it check a box and sign your name! Mini Kudos Notes – leave a little sticky-note that just says “thanks” The element of surprise If a teacher were concerned about a student’s progress, he or she would not wait until after the final exam to discuss those observations. Similarly, recipients of feedback, especially “constructive criticism,” should be made aware of issues rapidly, as they arise, and not be surprised months later at a performance review. Positive feedback, on the other hand, is always a welcome surprise and should be given without restraint. For more recognition tools, visit Trainers Warehouse (or our friends at Baudville). You might also want to take a look at Pinterest for tons of do-it-yourself recognition ideas. This link will take you to our collection of favorite “candy kudos” ideas. As a final note, let me compliment YOU on reading through to the end of this post! View also: 10 Easy Appreciation Exercises
Time Management Tips Infographic - training supplies

Time Management Tips Infographic

by Susan Landay on Jul 27 2017
I’m laughing at myself as I think about how long I’ve taken to post this wonderful Time Management Infographic, courtesy of the folks at MyTasker. The truth is, time-management was an issue on my end! Perhaps, if I’d embraced their 17 tips sooner, I’d have shared this wonderful resource sooner, as well. In my self-assessment of how I applied their 17 Time Management Tips, here’s how I measured up on a handful of key techniques: Time Management Infographic Tips… Schedule everything – gosh, I’m organized, but scheduling EVERYTHING is tough. When you’re running a business (or a department or even a family), stuff comes up. Prioritize your tasks – despite having to deal with unexpected issues and opportunities, understanding priorities is key! Certainly, staffing trumps blogging, but blogging surely ranks higher than data entry (which can be, and was, Delegated to experts!). But, what of that presentation that I need to deliver in September? When I’m really on top of my game (or spinning out of control), I write everything down on one To Do list, look it over, and decide in what order I’m going to attack each task. That seems to help! Reduce Distractions – another difficult one for me. My inbox is always so swarmed that I need to force myself to turn off new-email notifications and focus on the task at hand. Take time to pause and think – With a lot of transition happening in my world, plus my need to focus on the development of new products and a presentation on Building Communication and Relationships at Work, I have to admit I’ve been disciplined at taking time to think. Take a gander at the MyTask 17 Tips and see how you’re doing with Time Management. For More Time Management tips, games, and exercises, click here. P.S. Don’t you hate it when you’re just about ready to check another task off your list and then the computer freezes and loses your work? Luckily I had most of it backed up!
Can you teach ’Doing the Right Thing’? - training supplies

Can you teach "Doing the Right Thing"?

by Susan Landay on Jul 10 2017
Can ethics be taught? We know the question is at least 2500 years old, as the Greek philosopher Socrates is said to have debated the questions with fellow Athenians, and expressed the opinion that doing what is “right” can be taught. Why then, do only 46% of consumers in the United States trust that businesses will do what is right? (2011 Edelman Trust Barometer). Because too often, they don’t. Either good ethics haven’t been taught, or people are choosing to do otherwise. When the Ethical Consumer surveyed their readers, asking for the names of the least ethical companies of the last 25 years, these familiar names topped the list: Nestlé, Monsanto, Amazon, Shell, Tesco, Barclays, Exxon, Wal Mart, Coca Cola, Primark. Which companies do we trust? According to the Forbes list of 124 Most Ethical Companies, these 13 have made the cut every single year: Aflac, Deere & Company, Ecolab, Fluor, GE, International Paper, Kao Corporation, Milliken and Company, PepsiCo, Starbucks, Texas Instruments, UPS and Xerox. A model of teaching ethics: Forsyth’s Taxonomy In 1980, Donelson Forsyth published an article in the Journal of Personality and Social Psychology, arguing that individual variations in approaches to moral judgment could be thought of in terms of two basic dimensions: relativism and idealism. Relativism suggests that ethical rules (i.e. “Thou shalt not lie”) may depend on circumstances rather than universal truths. Idealism considers whether moral codes should be absolute, or consider their potential for causing harm. Based on these two dimensions, Forsyth created this four-quadrant classification for thinking about ethical decisions (See the Table): Another model for teaching ethics: Conversation As conceptually interesting as Forsyth’s model is, it still begs the question, how do we teach ethics and discuss moral dilemmas? Where do we find useful case studies and probing questions to stimulate meaningful conversation? One great resource is the Daniels Fund website. Bill Daniels, a leader and pioneer in the cable industry, left more than $1 billion to the Daniels Fund, in an effort to expand business ethics education. The Website contains tons of cases, debate issues, podcasts, and teaching videos. Another playful resource is the Silver Series Workplace Ethics Thumball, developed by Office Oxygen. The ball contains 32 discussion prompts. Toss the ball and ask the recipient to respond to the prompt under their thumb. The Ethics Thumball raises appropriate workplace questions and fosters discussion about individual and organizational norms and ideals regarding making and breaking rules, fostering ethical leadership, whistle blowing, bending the truth, and more. With the tool, players can have rich conversations about the types of people you look to as a moral compass; how you’d handle different situations; what integrity, rules, ethics, and fairness mean to you; and how your organization or team handles ethical issues, and more. Prompts include: Who is your role model for ethical leadership? Who can you depend on to “tell it like it is”? If you faced an ethical dilemma, who would you consult? What do you believe compromises the ethical workplace? Can a behavior be “ethical” but also “unfair”? If a rule is unfair, should you still abide by it? How are “internal reporters” perceived? What if someone will get hurt if you do what’s right? When is it “not your place” to correct someone? Do you apologize if you haven’t done anything wrong? So, can ethics be taught? I’ll side with Socrates. I do think that despite the complexities of nuance and circumstance, people can be taught what’s “right.” The challenge facing organizations, and the people who work within them, isn’t about KNOWING what’s right, but CHOOSING TO DO what’s right–despite peer relationships, corporate expectations, cost, and repercussions. So, let’s start talking!
No gift of the gab? No Worries! - training supplies

No gift of the gab? No Worries!

by Susan Landay on Feb 14 2017
Some people have the gift of the gab . . . and some of us just don’t. Sometimes I wish I did. When it comes to conversation, I suppose I’d say that I’m comfortable with silence and that I prefer quality to quantity. But I do relish rich, meaningful, and insightful conversations. The question is always how to get there. In the past several years, I’ve created over a dozen conversation starter Thumballs that truly have great discussion prompts. I really wish that it didn’t take me multiple days and multiple rounds of feedback to come up with great conversation starter questions and that I could remember all of them off the top of my head–but they do, and I don’t. I suppose this is what inspired me to put together a handy infographic of some of my favorite discussion prompts for a variety of situations. With these discussion questions in hand, we can take a much-needed break from politics and get on with some new topics! Enjoy! Choosing the right questions Below are a few close-ups of the infographic… Get all the info you need about Thumballs Learn more about Thumballs here See at-a-glance, which Thumball’s for you Shop for Thumballs Watch videos to see how they work or see them in action.
The Pillar of Trust - training supplies

The Pillar of Trust

by Susan Landay on Feb 13 2017
Conflict is a part of life. It’s part of sibling, family, and spousal relationships. It rears its ugly head at work when colleagues have different ideas about how to achieve a goal, when they discuss who should do what work and when personalities clash. Conflict is part of friendships and, as we’ve learned so well this year, it’s part of our democratic process. Given how common conflict is, it’s surprising that we’re not better at dealing with it. Rather than addressing our differences, many of us who are conflict-adverse choose to look the other way, brush problems under the rug, or assume we have no power to change the dynamics that cause our consternation. Alternatively, those who are more comfortable with conflict may be seen as argumentative. These shouldn’t be the only two options. Rather, we should get better at resolving our differences, without avoiding them or getting into disputes. What we need is a method for managing conflict. Those who are very good at it use a model I call The Pillar of Trust. The Pillar offers a structure that can support even the toughest challenges and allow individuals or disputing parties to reach their potential and achieve optimal results. The Pillar of Trust- from the bottom up COMMUNICATION Good communication forms the foundation of the Pillar. It is only through conversation, both talking and listening, that we can begin to understand one another. RELATIONSHIP As we learn more about each other and our mutual understanding grows, so too do our relationships. The development of these personal or working relationships then become part of the Pillar, making it stronger and able to bear the weight of even more difficult challenges. In turn, these increasingly stronger relationships beget deeper levels of communication. In this way, communication and relationships continue to spiral around each other, together gaining strength. While strong relationships are a gift in themselves, they also yield a host of ancillary benefits, including: Emotional support Confidence Reduced stress Good health Happiness Trust TRUST Confidence, health, and reduced stress are most certainly pleasant consequences of positive relationships, but the development of mutual trust is perhaps the most powerful byproduct. Trust allows us to take risks, open up, and look for mutually beneficial solutions when conflicts occur. Trust gives us peace of mind when we need to rely on one another, and comfort to share our vulnerabilities. From my college days, I remember the moment of realization when I understood the importance of sharing your own neediness with others. I’d been so focused on projecting a strong and invincible outer image, on being trustworthy and helping other people, that my friends Lisa and MaryBeth didn’t realize how much I needed and valued them, too. In fact, their interest in my friendship seemed to wane, before they realized how important they were to me. When I finally let down my guard and accepted their help and support in a low moment, Lisa and MaryBeth were happy to be there for me. I quickly saw that relying on their care wasn’t only for my benefit. They too needed to be needed. My willingness to share my trouble was, in itself, a show of trust, caring, and intimacy. I was reminded of this a couple of years ago when I was diagnosed with breast cancer. Indeed, the support of friends and family was crucial to my well-being, but so too was my acceptance of help crucial to theirs. Trust is tricky that way–in order to determine if someone else is trustworthy, you need to make yourself vulnerable. However, with a strong base developed through communication and relationship building, that exposure is unlikely to feel risky. The Strength of the Pillar The triumvirate of COMMUNICATION, RELATIONSHIP, and TRUST creates a strong foundation and formidable structure, able to bear the weight of the toughest challenges. Looking at the model, you may wonder why Communication is at the bottom and Trust at the top, if the elements are so intertwined. The reason is that trust rarely comes first. While it’s certainly true that you need to develop a certain level of trust before you can delve into deep or sensitive conversations, the reality is that individuals are more likely to use lighter conversation topics to build relationships and trust slowly, waiting until they are mutually ready to probe and share more deeply. To begin building a pillar, don’t wait for others to make the first move. After you set the tone and model the type of honesty you desire, others are likely to follow suit. Building trust from the top down Most people have a variety of relationships that differ in the level of intimacy. Though not impossible, it’s unlikely that total strangers would dive into a very deep conversation. Because building relationships is an iterative process that takes time, perfect strangers, or those with a history of bad relations, are more likely to start building (or re-building) their relationships with more superficial topics of discussion. After they’ve found some common ground and established a new base-layer of trust, they become better able to scratch below the surface and eventually have deeper, more personal and more difficult conversations. Building Pillars not Walls To build relationships strong enough to tackle the personal, professional, or political challenges we face today, we must start by communicating. Through open, honest and truthful dialogue; by sharing our feelings and experiences, fears and joys; Pillars of Trust will rise. These Pillars will enable us to enjoy supportive relationships both at home and at work, find common purpose, and resolve or respect our differences.
Energize Mini-Trainings at Work - training supplies

Energize Mini-Trainings at Work

by Susan Landay on Jan 26 2017
On a recent LinkedIN Conversation in the Effective and Fun Training Techniques group, Jason Hughes asked for some recommended icebreakers, energizers, tips or tools for the face-to-face training of his small team, who generally already know each other. Often, he trains just a couple people at a time. Below is a synthesis of the conversation and recommendations. Make it worthwhile! As usual, whenever the topic of icebreakers is raised, a debate ensues about the utility or futility of such activities. The consensus seems to be that it should always have a purpose and be tied to your content. Here are a couple of reasons that might make it worth the time (you can read more on this topic here): Allow participants to express their expectations Introduce participants to one another Build a sense of community Introduce the content Set the tone for the session Help get conversations going Help people remember names Get people on their feet and get the blood flowing Engage participants in the learning process and set the tone for participation Give participants a sense of ownership over the learning Break down barriers between the trainer and the participants Encourage participants to think differently Understand the knowledge and experience of participants Enable participants to network with each other so they can use one another as a resource after the training has ended Bearing in mind that having a purpose is important, some of the most-liked tips include: 6 Thinking Hats Ask the group if they have workplace issues they want to address. This team activity focuses on problem-solving. I divide the group into teams and provide each team with a dice that has a colored hat on each side (representing De Bono’s 6 Thinking Hats). Team members roll the dice and have to approach the problem I give them from whatever color turns up on the dice. The next person then has to address the previous person’s comment as well as make their own comment based on the color that they roll. Info about 6 Thinking Hats can be found at Mind Tools. Mary Grace Dear Jane… Have partners write a letter, out loud/verbally, one word at a time. They each add a word and punctuation to build complete thoughts. It begins with “Dear, Name” and ends with “Sincerely, Name.” This shared activity connects the two to each other and can be catered to any topic. Regarding customer service, have partners role play a customer and a provider. Give them 2minutes, then 1minute, then 30 seconds, then 15 seconds, then 5 seconds to provide service. Compare and contrast how time affects their relationship with each other. ROI … Richard O Improv 2 Truths and a Lie The first person in the group says 3 things about him/herself, one of which is a lie. The first person to guess which is the lie is the next to say 3 things. Work around the group until everyone has gone. David Weimer  - See more notes on this activity Photographic metaphors Find pictures representing a metaphor of the content to be delivered (e.g. a road in construction for continuous development, a nice, clean and ordered park for teams applying procedures etc.) and ask people what do they see and how do they think the picture is connected to the content. That way you will know also how do they feel about the topic and what are their thoughts. Stefania Luca Exaggerated Role Play Ask each participant to exaggerate the worst experience they’ve had with the topic at hand in any place not necessarily relevant to the work situation. e.g. poor service: what they felt, how they reacted, what impression did it leave? Then walk them back by asking why it didn’t work and what options would work better; why they would and how to apply those solutions to the topic at hand. Zolia Rumble Who was I When? For groups who know each other pretty well, I like to use the Shaped by Our Past Thumball. The prompts get people to think back to the experiences who shaped them. Then, for an added twist, ask how that experience affects how they approach the training topic at hand. Share a Best Practice Task the participants with seeking out and sharing a “Best Practice.” Have them bring to every new session an example of something operational that links to the subject you’re running – a good and bad example and what they did / how they’d like help to deal with it. Stephen J. Whitton Paper Cut (or Geometric Draw) Give each person an identical piece of paper and tell them to close their eyes. Then, give a series of instructions to fold and tear the paper as you direct. When you instruct them to open their eyes, have each person unfold their paper and share it with the group. You will see how each person interpreted the instructions differently! This quickly shows that everyone has their own way of processing the training and it usually gets me off on the right foot each time. Maryanne Muigai A variation on the Paper Cut activity is to get pairs to sit back to back. Give one person a geometric design to describe while the other person attempts to draw it, so many aspects of effective communication in a fun exercise. Oonagh Cullen Pick a Positive Word I get the team to choose one positive word each and explain to the rest why they choose this positive and link it to the topic. I have experienced this sets a positive mood for the day. More interesting, later I will also use some of the participants’ explanation during the session. This creates some kind of happiness in the participants as their contribution is being valued in the session. Muniandy Pachiappan 2 extra hours… For a time management course, I start by asking if I could give you an extra 2 hours per week what would you do with it. Then I ask them not to tell me but to draw it and set a time limit of 1 minute. Josie Tata Complete the Sentence One activity I used is “Complete the sentence.” It draws out their existing views on the respective subject. e.g. “Time Mgmt is …”, “Customers are …”, “My nightmare on letter writing is …” Koh Thong Joo Celebrity Spot Ask your participants to write down on a piece of paper the name of the celebrity that looks like them or inspires them, and hand over the papers to you. Then, call each celebrity names and ask the group if they can spot who’s who. It works better in a small group of less than 20. Palesa Kubu Ask or Brainstorm: What would you like to learn? When I have small groups, and not much time, I’ll often start by asking them what they would like to learn or what their biggest struggles are with the topic. I’ll make a list on a whiteboard as they share. Then I use the time to work through their list. They always have ideas for each other too! Everyone gets something out of the session. Kelly Hammontree – Floyd Start with a Story Have a participant roll the Story Cube dice (which you can buy or make), and whatever picture (or word) it lands on, they have to tell the group about a story related to them (or the topic at hand). Rebecca Jones Pick the Perfect Hat Maybe a bit of an ‘off the wall’ answer but a while back I went into a charity shop and bought a load of hats. For one session, I threw them out and got participants to choose a hat that fits their personality! Bernard Genge Personal Infographic (drawing skills not needed!) While your group may know each other, they don’t always know light or funny things about each other. Have your group do an Introductory infographic about themselves. Give out colored construction paper, markers and colored pencils and give them 10 mins to draw 6 to 8 images, pictures, or shapes to describe the things most important to them. Then have them share their work and explain the meaning of each shape. It’s Fun, Empowering, Informative Dina Bell Nance Beachball or Thumball Inflate a beach ball and use a sharpie and print different questions all over the ball. As the ball is thrown from player to player, the person who catches the ball has to say their name and answer the question that their left thumb lands on. Tamasin Artru M.Ed If folks want to save a bit of time, the Silver Series Thumballs by Trainers Warehouse are ready to go with pre-printed content that can be used for Session Openers, Icebreakers, Getting to Know You, Leadership, Stress Management, Safety, Team Dynamics, Diversity, Communication, etc. https://www.trainerswarehouse.com/Thumballs/products/268/ Susan Landay More links here: https://icebreakerideas.com/icebreakers-for-team-staff-meetings/ https://www.funergizers.com/programs/team-meeting-activities https://www.trainerbubble.com https://icebreakerideas.com/icebreakers-for-team-staff-meetings/ https://www.wilderdom.com/ https://gamestorming.com/ www.trainerswarehouse.com https://www.emeroleary.com/icebreakers-with-a-twist/
assortment of cheese wedges and figs

Our "Cheese" is Moving

by Susan Landay on Dec 05 2016
Spencer Johnson’s Who Moved my Cheese allegory was first published in 1998 but is no less poignant today than it was 18 years ago, perhaps more so. It’s the story of two mice (Sniff and Scurry) and two humans (Hem and Haw) who live in a maze and one day are faced with change: someone moves their cheese. Reactions vary from quick adjustment to waiting for the situation to change by itself to suit their needs. I’ve been reflecting on the recent changes in our world–government administration, political discourse, job availability, climate, globalization, industries, organizations, family dynamics, you-name-it. With all of the uncertainty that surrounds us, only one thing is sure: that change will occur. The question is, how will we deal with it? Will we look the other way or deny it’s happening like Hem and Haw? Will we anticipate and plan for it, like Sniff and Scurry? No matter who you supported during the 2016 campaign season, the change of administration has everyone feeling uncertain. With many Hillary supporters still in shock by the election results; and Trump supporters miffed about broken promises and priorities, I just reread Dr. Johnson’s story to look for some pearls of wisdom for our current challenges and was reminded: Change can surprise you only if you don’t expect it Don’t let fear stop you from trying something new Imagine what success will look like Given that we may be living with uncertainty and change for some time, we must check our attitudes toward change and explore how we can reframe it as a positive experience. Embracing the “Cheese Philosophy,” we must anticipate change, let go of the old, and fearlessly kick into action–in our personal lives, our jobs, and our communities. If you want a Cheese Philosophy reminder, try keeping a squeezable Cheese Wedge or Cheese and Mice Fidget Toy at your desk! You might also want to read the story yourself and have a book group discussion about the most important changes in your life and how you can take action.  
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Zoom Features Every Facilitator Should Use

Zoom Features Every Virtual Facilitator Should Know

on Jun 08 2026
 Practical tips from Trainers Warehouse's hands-on Show & Share session You've been running Zoom sessions for years. You know how to mute yourself, share your screen, and manage the inevitable "can you hear me?" panic. But are you using everything Zoom has to offer and managing the tools with finesse? Maybe not. In our June 2026 "Roll Up Your Sleeves" session, we dug into the Zoom features that make a real difference for trainers and facilitators. Thanks to all who share both their challenges and tips! 1. Video: Look Good, Set the Right Tone Before your first participant joins, take a few minutes to explore Studio Effects. You can touch up your appearance, adjust lighting, and even add eyebrow or lip color filters. It sounds silly until you're on camera at 7am — then it's a lifesaver. More practically, Virtual Backgrounds can be powerful not only as branding tools, but to share agendas or key information. You can create your own backgrounds in seconds: Open your slide deck and save a slide as a JPG (File > Save As, or take a screenshot). In Zoom, click the + button under Virtual Background. Select your saved image and click Open. 2. Participants: Always Know How to Get People In At some point, you'll need to invite someone on the fly — and the email invite just isn't going fast enough. Know where to find these three things when you open the dialogue box: Meeting ID — the unique code participants need sits in the upper left corner  Passcode — required for secure meetings is found in the bottom right corner Invite Link — the easiest option for most participants (one click, no codes needed) Simply request that participants go to Zoom.com > Join a Meeting, where they can enter the ID and passcode manually. 3. React: The Non-Verbal Layer You May be Underusing The Reactions panel is one of the most underutilized engagement tools in Zoom. Here's what to know: Speed Up / Slow Down buttons give participants a non-verbal way to pace you without interrupting. Yes/No buttons are especially useful during solo work time. Unlike the thumbs-up reaction, they don't disappear after a few seconds. Raise Hand — here's the part most facilitators don't know: hands appear on your screen in the order they were raised. First come, first called on. Skin Tone — Participants can set their own skin tone preferences (look under the "…" next to Reactions, then scroll to "Skin Tone" at the bottom). Custom emoji  — scroll to the very bottom of the More Reactions panel. Make a habit of pointing out the React panel at the start of every session. Participants might not know it's there, or have trouble finding it in the moment. 4. Captions: Accessibility Built Right In Under More > Show Captions, Zoom offers live captions and translated subtitles — no third-party tool required. Participants can even select their own preferred language for translation directly from their computer. One important note from our practice session: be careful with language settings. We discovered that when one participant changed the caption language, it changed for everyone in the room. Make sure your participants know to test this on their own before your session starts. 5. Apps: The Hidden Toolkit The Zoom Apps panel (found under More) is packed with tools that most facilitators have never touched. A few worth knowing: Timer — set a visible countdown for activities and breaks. No more "okay, just two more minutes" ambiguity. Royalty-Free Music — yes, this is real, and it's built right into Zoom. Find it in Apps, pick a genre, and hit Play. It's great for group work transitions or setting the tone before a session starts. Group Photo — capture a snapshot of all participants. A fun closer for any workshop. One heads-up: some apps may only appear for the host, not participants. If something seems to be missing, try clicking the More button — additional apps are sometimes tucked there. 6. Whiteboards: Tips from Real Facilitators Our community has learned a lot about Zoom's built-in Whiteboard tool. Here's the distilled wisdom: Before the session: Set up your whiteboard before participants arrive. Visual setup during a session eats time and attention. Consider pre-populating a Google Sheet or Doc that covers the working content — it reduces the "blank page" overwhelm when participants first open the board. Note that opening the Whiteboard will close your screen share — plan for that transition. During facilitation: Use the ellipse (…) to create a new whiteboard or activity. Use the hand tool to move around the board; the triangle arrow to select items. Before participants start working, turn off participant cursors — it gets chaotic fast otherwise. Build in 1–2 minutes of practice time before diving into the content. Let people get comfortable with the toolbar. Want a more robust option? Miro is available as an app inside Zoom, though it requires a separate subscription. 7. Breakouts: Where Engagement Lives (or Dies) Breakout rooms are one of the most powerful tools in a virtual facilitator's kit — and one of the most frequently fumbled. We found that some members love them and others avoid them at all costs. Here's how to get them right. Logistics Share materials to breakout rooms: You can share your screen into open breakout rooms. Go to: Create Breakout Room > Open All Rooms > Share (from the Host Menu). Select the screen you want to share and hit Share. Pro tip: If you time your slides, you can actually guide participants through an activity while they're in breakouts. Send a message to all rooms simultaneously using the chat/message feature. Have someone in each group photograph the instructions — a low-tech backup that always works. Facilitation Avoid what one of our group members called "BODO" — Break Out, Duck Out. Your participants will wonder if you disappeared. Set expectations: A slide that says "BREAKOUTS NEXT: Hang in there. They aren't scary." goes a long way. Acknowledge that each person has different expectations for breakouts--some might look forward to chat-time, while others tend to clam up.  Guide the conversation structure: "Do a quick intro, then answer the question, and if you have extra time, chat." Timing: Tell them how much time they will have. Be specific about the debrief: "Bring back one insight or one question" is much better than "share what you discussed." See more tips below. Who speaks first? Always give them a guide. See more tips below. Make sure your discussion instructions are clear!  Keep discussion prompts short — a long list of questions guarantees none of them get answered. Use a timer Always use a time so participants can self-facilitate. Check in Periodically check in with each of your breakout rooms so people know they haven't been abandoned. Who Speaks First? This sounds small, but it matters. Without a designated first speaker, groups stall. Try one of these playful approaches. Say, the first to speak should be the one with the... Shortest hair Most colorful socks Last to eat a green vegetable Who woke up earliest Last to walk a dog You can jot these on index cards or use a Trainers Warehouse Dry-Erase Answer Board! Have some fun with these! Alternatively, consider identifying a Participant(s) of the Day (P.O.D.) at the start of your session. Ask a few engaged participants to be ready as spokespeople or breakout leaders throughout the day. Report Back? A simple rule of thumb: Different outcomes per group → report back Different topics per group → report back Same task for everyone → you don't need every group to report out every time 8. Chat, Views, and a Few More Good Habits Chat Chat shyness is real. Break it early by asking a low-stakes question at the start ("favorite coffee order?" "ice cream flavor?"). A built-in Zoom Poll works great for this too. A few things to know: Chat may not follow participants into breakout rooms. Individual chats (participant to participant) are not recorded or saved. Chat messages posted before an attendee joins the call will not be visible, so you may have to repost opener questions as your group begins to gather. Views Spotlight: Overrides everyone's Gallery View to show a specific person. Great for "putting someone on stage." Can include multiple people. Pin: An individual setting — participants can pin specific people to the top of their own gallery view. Dynamic View: Removes names and titles so participants focus only on faces. Meeting Notes  Click on AI Companion after your session to get auto-generated notes. It won't replace your notes completely, but it's a useful backup. And, for Show & Share sessions, your host will always capture the notes, chats, and recordings (as we've done here). The Bottom Line The gap between a functional Zoom session and a genuinely engaging one isn't about charisma — it's about tools and facilitation choices. The features above are already available in your standard Zoom subscription (or close to it). They just require a little exploration and practice. The best advice from our session? Practice on your own. Open a meeting for yourself and spend 15 minutes pressing buttons. The confidence you'll gain is worth every minute. DOWNLOAD POWERPOINT NOTES
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