A chat with one of our expert consultant partners, Alan Sproston, about his coaching and mediation and training techniques, inspirations, and key takeaways.

1. Where does your inspiration come from, as a mediator?

I have always been an advocate of alternative dispute resolution (ADR) and had witnessed how harmful directive and adversarial processes can be on team performance and wellbeing. The TCM Group were working to embed The Resolution Framework into the organisation I was in at the time and I volunteered to become an in-house mediator. That was it for me, as soon as I saw the results from my first mediations, I was hooked. I continue to be inspired by the power of mediation and the more I have studied and learned, the more ways I have found to help people in conflict.

2. Can you describe any specific training programmes you have delivered that have stood out to you?

I absolutely love delivering training for TCM as the content is meaningful and easy for the delegates to understand. There have been two which have really stood out for me and they were both related to the National Certificate in Workplace Mediation. On one of the courses a delegate went on to become a consultant for TCM and I would like to think I went some way in inspiring her to do so. It’s a Simon Sinek quote but “great leaders create other great leaders” and I felt like I had inspired her to achieve her goal. The second one that really stands out was when a quiet and unassuming delegate who I could tell had incredible humility gave me a 5-star review on TrustPilot. It just goes to show, you can affect people positively without even knowing it.

3. What are the challenges that organisations typically face that prompt them to seek out TCM Group’s training solutions?

For me this is always about communication and helping their staff understand how their behaviour affects others. Many organisations employ and promote their staff on technical capabilities and not leadership, or team skills. TCM’s training solutions bridge this gap by raising awareness and putting staff in the driving seat. It’s about developing and not directing them.

4. How did you approach understanding the unique needs of each organisation before delivering the training?

I will always do some research on the company, look at their values, mission statements and if they are willing to share them, read their conflict policies and procedures. I find it is important to glean information from normative sources, as this allows me to cross reference it to the learning needs analysis information. I always carry out a learning needs analysis as no two problems, organisations, or departments are the same. I look to design bespoke training programmes that meet the clients specific needs. No one glove fits all and this is what makes TCM’s training stand out from the rest.

5. What methodologies or techniques do you incorporate into the training to facilitate learning and application?

I use a range of techniques as everyone learns in different ways, some prefer visual, auditory, reading/writing and kinaesthetic approaches, some like a blend of a number of them, or all. It’s important for me to use as much hands-on learning as possible as I feel this embeds the information best. I try to prioritise active learning, experiential learning and focus on real-world application. This includes case studies, role-playing exercises and group work.

6. How do you measure the success and effectiveness of the training programmes?

I seek feedback on each and every course to ensure that the training is effective. This is important to give the delegates a voice and to improve the training and my personal growth as a trainer. There will also be an opportunity for a project impact assessment to measure the effect of the training. I always advocate that clients use the Kirkpatrick evaluation model and this is articulated in the training needs analysis with clients.

7. What has been the impact in organisations following the training?

Every course of delegates have given positive feedback from the course. I have received many personal emails in addition to the TCM feedback mechanism, thanking me for raising their awareness and improving their capability to work better as a team player, or improve their leadership and communication methods. It’s as Timothy Gallwey’s formula for coaching says, “performance is potential minus interference”. I help delegates improve their potential and performance by removing the interference.

I regularly facilitate review, refresh and reassure sessions and the vast majority of delegates have used the training that I have delivered. Many have promulgated this across the organisation and used the awareness I have raised to affect their policies and procedures and increase their support. When organisations see the benefits and the impact of training, they very often look for help in other areas also.

Many delegates have gone on to be advocates for ADR. They have become champions within their own organisations and regularly brief their managers, unions and leaders on the benefits.

8. Were there any surprising insights or takeaways from the participants during or after the training?

I always take something new from training sessions as you should never stop looking for opportunities to improve. One that stands out to me was with the Volkswagen Group, when I delivered a practical mediation skills course. I used a poem written by Rudyard Kipling called The Elephant’s Child from 1902. It includes in the text the 6 main questions we use to gain information; who, what, where, why, when and how. One of the delegates said I have heard of this, it’s 5 bums on a H. I was obviously confused and then she drew it on the whiteboard; WWWWW sat on a H and it looked just as she had described it, you never stop learning.

9. How do you envision the future of training and development in organisations, and how does TCM fit into that vision?

I see the future being that of raising awareness, increasing personal responsibility and accountability. Gone are the days of sheep dip training, it is about sustained training linked with mentoring and coaching as no one approach meets all needs. I feel disappointed that the Chartered Management Institute’s recent figures showed that only 18% of managers and leaders have had any formal training. This needs to change as we are in an era where teamwork, strong leadership and collaboration are essential for increased performance.

10. Are there any adaptations to the training that you might implement in future engagements?

One of my colleagues and a TCM consultant once quoted in am meeting that “all roads lead to coaching”. What this means to me is that all training must have a meaningful purpose, raise awareness and increase accountability. Artificial intelligence (AI) can help with this and I intend to start considering how we can enhance the benefits of AI in training.

11. What advice would you offer to organisations looking to implement similar training programmes?

My advice would be always benchmark where you are now so you can measure any return on investment. Also a quote from Albert Einstein: “you can’t solve a problem using the same thinking that created it”. I would advise organisations to look for new and dynamic training which meets their specific needs.

12. Do you have a motto or key mentality that you take into your work?

“If you always do what you have always done, you will only ever get what you have always had, try new and innovative approaches”

Feeling inspired?

• Check out The TCM Group’s training skills catalogue
• Get in touch to enquire around setting up training or a service to support your organisation