Writing Workshop Outlines

🎡 How To Run UX Workshops With Users (Scripts + Templates) (https://lnkd.in/evqDZSFe), a helpful overview of practical techniques to turn a verbal-only interview into a collaborative UX workshop — with sticky note mapping, solution drag’n’drop and voting. Put together by Laura Eiche-Laane. 👏🏽 🤔 Users and designers often a speak a different language. ✅ Insights are clearer when you see users performing tasks. ✅ Switch question-answer sections with small visual tasks. ✅ Sticky note mapping: for user flows, journeys, org maps. ✅ Card sorting: organize data, filters, menu items into groups. ✅ Feature location: ask users where they’d expect a new feature. ✅ Drag’n’drop: ask users to design their own UI or page layout. ✅ Solution voting: get feedback on many design directions. ✅ When explaining a task, show what you’d like them to do. ✅ Track where users are undecided, and follow up in a debrief. When I jump in a new project, I like to run walkthroughs with actual users as a way to understand the domain and the product. I simply ask them what the product does and how it helps them in their daily work. And then I invite them to show and explain it to me. I ask them to show how it works, the features they use, the quirks they’ve discovered and the shortcuts and loopholes they rely on daily. Perhaps there is something where the product fails on them, or something they wish was better, or something that is too fragile, confusing, complex or irrelevant. That’s when insights emerge, and that’s when you might notice that the things said and the things done are not necessarily the same thing. Of course users sometimes exaggerate their struggles, but they rarely complain lividly about something that isn’t really an issue for them. 🗃️ Useful resources: How And Why To Include Users In UX Workshops, by Maddie Brown https://lnkd.in/eKdd5GXp UX Workshop Activities With Users, by Jonathon Juvenal https://lnkd.in/eJjpcibR Remote UX Workshop Activities, by Jordan Bowman https://lnkd.in/e8wSMVwC Usability Testing Templates (Scripts), by Slava Shestopalov https://lnkd.in/gZyBtK6u UX Workshop Scripts + Templates https://theuxcookbook.com UX Research Templates, by Odette Jansen https://lnkd.in/eqpXyGHH --- 🧲 Miro and Notion templates: UX Research Templates (Miro), by ServiceNow https://lnkd.in/e48nKzKA Miro Templates For Designers https://lnkd.in/e8Hkp-ws Notion Templates For Designers https://lnkd.in/en_VBc6r #ux #design

Forget "Know-Feel-Do." Here’s why I’ve stopped designing workshops and programs around how I want people to feel. One of the first things I did in my design process was map out: - What I wanted participants to know - What I wanted them to feel - What I wanted them to do Maybe you do this too? And for 'feel' I would say things like Empowered Connected Inspired. But here’s the problem… 💡 You can’t make people feel anything. People walk into a room (or log into Zoom) with their baggage. Some might be excited, others sceptical, and some just exhausted from their day. Ot have biggest concerns happening in their lives. But what we can do is... • Create a safe space to support them. • Decide how we show up as facilitators. • Design experiences that meet their needs But we can’t control their feelings. So instead of saying: ❌ "I want them to feel empowered." ✅ I focus on: "They’ve mapped out a game plan and linked it to what they want in their lives." Instead of: ❌ "I want them to feel connected." ✅ I design an exercise where each participant discusses their hopes and fears with at least three others. Outcomes, not emotions. And a byproduct... When people take action, feelings follow. Confidence comes from greater clarity. Empowerment comes from progress. And if it doesn't, that's also ok! Our role isn't to impose emotions but to foster spaces where genuine growth happens. The transformation will take care of itself. ~~ ♻️ Share if this shift makes sense to you! ✍️ Have you ever rethought how you design your workshops? Drop your thoughts below!

Trainers must be more than experts— Here's the secret to delivering impactful training sessions, no matter what comes your way. As a trainer, being prepared for instant changes in the delivery of any concept requires a flexible and adaptive mindset. Here are key strategies to help you stay prepared: 1. Thorough Subject knowledge - 📕 Master the content so well that you can break it down or present it in multiple ways, adapting to the audience’s needs. This will allow you to explain complex ideas in simpler terms or delve deeper if required. 2. Audience Analysis - 🧐 Before the session, understand your audience's knowledge level, learning preferences, and possible challenges. This will help you anticipate where you might need to adjust your delivery. 3. Create a Session Outline - 📝 Have a structured outline that allows for adjustments. Include different examples, analogies, and activities so that you can switch methods if needed. 4. Plan for Flexibility 🧘 - Build in buffer time to the session plan, allowing you to address questions or revisit concepts without rushing. Be prepared to cut less essential content if time constraints arise. 5. Use Interactive Methods 🗣️ - Include interactive methods such as Q&A, group discussions, or problem-solving activities. These allow you to gauge understanding and shift the delivery based on immediate feedback. 6. Technology Familiarity - 🧑💻 Know the tools and platforms you are using so you can quickly adapt, whether it’s changing slides, moving between resources, or using multimedia to reinforce concepts. 7. Stay Calm and Confident ☺️ - If a change in delivery is necessary, remain calm and composed. Confidence reassures the audience, and maintaining a positive attitude will help you navigate unexpected changes smoothly. 8. Prepare Backup Plans 🖋️ - Have alternative examples, exercises, or activities ready in case the original approach does not resonate with the group. 9. Stay Current 🏃 - Keep up with the latest trends, tools, and methods in training and your field of expertise. This allows you to bring fresh perspectives and solutions to any spontaneous situation. 10. Gather Feedback ✍️ - After a session, ask for feedback to understand where adjustments were successful or where improvements are needed. This helps in refining your ability to adapt in future sessions. Being prepared for changes is about blending preparation with flexibility and having the confidence to switch gears when necessary. #confidence #trainthetrainer #training #softskills #leadership #communication #learning

𝗪𝗵𝗮𝘁 𝗗𝗶𝘀𝘁𝗶𝗻𝗴𝘂𝗶𝘀𝗵𝗲𝘀 𝗮 𝗚𝗼𝗼𝗱 𝗧𝗿𝗮𝗶𝗻𝗲𝗿 𝗳𝗿𝗼𝗺 𝗮 𝗠𝗮𝘀𝘁𝗲𝗿𝗳𝘂𝗹 𝗢𝗻𝗲? Good trainers make the audience love them. They score well on the evaluation forms. But masterful ones make the audience love themselves more after the event. But "love themselves more" is such a loaded phrase, isn't it? There are so many ways to do this. I've been to sessions where they whip the audience into a state of euphoria, build them up to courage, and make them do things like bending a metal rod with their necks, cross hot coals, high-five their way into a group hug. The oxytocin hits, dopamine overloads. Everyone feels seen. But when they go back, their partner asks if they picked up milk from the supermarket, and they've to sit with their kids to revise for their spelling tests. The high fades, and most people go looking for the next session to get it back. So they sign up for seminars, and the next, and the next. That's not transformation. That's a drug. The real work of Transformation is not simply about making people feel good. It's helping them experience themselves so clearly that they can't go back to not knowing it. The analogy I use is this. A well-designed and run workshop is like Canva. You don't need to know how to code, or use Photoshop. Someone else has already built the template. You drag your own photo into it, adjust it, crop it, add what's missing, and what comes out the other end is yours. A good workshop does the same thing: ↳ I design the activities: the questions, the structure, the safe container. ↳ But the material inside it is never mine. It's their work situation, their team, their blind spot, their default reaction when things go wrong. ↳ They drag it in. We work on it together and help them see the patterns for themselves, and develop a course of action. ↳ They rehearse their course of action - That conversation, that speech. They even rehearse how they will deal with negative reactions - push backs, detractors, naysayers. ↳ They walk out with something they exported themselves, not something I handed them. A great workshop is more than simply imparting skills, it: • Restores people's 𝗦𝗲𝗻𝘀𝗲 𝗼𝗳 𝗔𝗴𝗲𝗻𝗰𝘆 – "𝘐 𝘤𝘢𝘯 𝘥𝘰 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘢𝘣𝘰𝘶𝘵 𝘪𝘵." • Builds up their 𝗦𝗲𝗹𝗳-𝗲𝗳𝗳𝗶𝗰𝗮𝗰𝘆 – "𝘐 𝘤𝘢𝘯 𝘢𝘤𝘩𝘪𝘦𝘷𝘦 𝘪𝘵 𝘪𝘧 𝘐 𝘱𝘶𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘸𝘰𝘳𝘬." • Elevates their 𝗶𝗱𝗲𝗻𝘁𝗶𝘁𝘆 – "𝘐'𝘮 𝘦𝘹𝘤𝘪𝘵𝘦𝘥 𝘢𝘣𝘰𝘶𝘵 𝘵𝘩𝘦 𝘱𝘦𝘳𝘴𝘰𝘯 𝘐 𝘢𝘮 𝘣𝘦𝘤𝘰𝘮𝘪𝘯𝘨." The goal of a trainer is not to be the hero of the room. It's to help people work out and become heroes in their own lives. This has been my guiding principle and motto of what I do. Looking for a facilitator to help your team develop influence, collaborate better by mutual understanding, unleash their inherent strengths? Let's talk! #WholeHearted #ProfessionalSpeakingLife

Engaging workshops are highly misconceived these days Audience engagement has been redefined in 2026 We feel we are speaking to the audience, and their responses are doing the job in the background But what gets missed is the relevance to their goal behind sitting for that 2-4 hour session with questions in their mind That’s where most corporate training quietly breaks down. Not because of poor delivery But because of a disconnect between the training room and real work. Here’s what actually goes wrong: - People sit through content that sounds good but doesn’t reflect their day-to-day reality. - They follow structured activities but don’t get space to question, challenge, or relate. - They participate but not honestly because the room doesn’t feel safe enough. And once they’re back at work, the learning feels distant. So they default to what they’ve always done. If you want training to actually translate into behaviour, here’s what needs to shift: 1. Start with their reality, not your framework Use their language, their challenges, their context. Relevance drives attention. 2. Loosen the structure to allow real conversations Not every moment needs an activity. I focus more on unscripted discussions personally because they reveal much more than planned activities 3. Create space for honest participation People need to feel safe to disagree, admit gaps, and share what’s actually happening at work. 4. Co-create learning instead of delivering it The more participants shape the discussion, the more ownership they feel towards applying it. 5. Prioritise applicability over completeness It’s better to use one idea well than to understand ten concepts superficially. Training doesn’t fail because people don’t understand. It fails because they don’t see themselves in it. The shift is simple: Move from designing a perfect program → designing conversations that are reflective and eye-opening #learninganddevelopment #facilitation #softskillstraining #corporatetraining #corporatefacilitation

Embracing Failure: Lessons Learned from a Recent Experience LinkedIn is often a platform where we highlight our successes, but I believe it's equally important to share our failures and learning experiences. Allow me to take you through a recent setback and the valuable lessons it offered. Last November, our team received an invitation to respond to an RFI alongside 10 other global negotiation training companies. This opportunity came from one of the largest corporations in their industry headquartered in Europe. They sought a comprehensive global training program for 400 procurement professionals, a task well within our expertise. The RFI was extensive, leading us to submit a detailed 38-page proposal. We learned that we were shortlisted as one of the three potential suppliers. The client proposed an innovative agile procurement process, including a live workshop at their HQ. However, challenges arose from the outset. Negotiating cost compensation for our team's travel proved difficult, and scheduling the event became nearly impossible. Ultimately, the workshop shifted to a virtual format on an unfamiliar platform. Despite meticulous preparation, the workshop itself felt more like an interrogation than a collaborative session. Feedback was unexpected and critical, leaving us feeling disheartened and perplexed. During the workshop, frustration mounted within our team as we grappled with unexpected challenges and criticism. At one point, a colleague couldn't contain their exasperation and exclaimed, "If only you had spent all this time and preparation running a pilot workshop with each supplier, all of us would have saved so much time." This outburst encapsulated the frustration we felt at that moment. It underscored the hindsight realization that investing time in pilot workshops could have provided invaluable insights early on, potentially streamlining the process and avoiding the pitfalls we encountered. Following the workshop, we were informed that the client had decided to proceed without us. Their reasons? They perceived our approach as overly academic and doubted our ability to scale the workshop effectively. While disappointing, this experience provided some valuable insights: 1. Value Your Time: Don't invest significant hours in RFIs and engagements without ensuring appropriate compensation. 2. Know Your Medium: Creative workshops may not translate effectively to online formats; consider the limitations of virtual environments. 3. Clarify Expectations: Ensure clients have a clear understanding of their objectives and are prepared for the engagement. 4. As an advisor i often sit on the other side of the table and always recommend the buyer offer the supplier compensation for more time consuming proposals. Sharing this experience isn't merely about airing frustration; it's about embracing the opportunity to learn and grow. By reflecting on setbacks, we can refine our approach and ultimately achieve greater success.

The Week Before Your Workshop Determines Its Success … After leading more than 1,000 workshops across the world, there’s one golden rule I’ve learned: Preparation, preparation, preparation. The week before your workshop is not the time to relax — it’s the moment to make or break your success. Here’s what great preparation looks like: • Know exactly who will be in the room — their names, their roles, their personalities, and their interests. • Understand their stakes — what motivates them, what worries them, what they hope to get out of the session. • Design your flow carefully — tailor your techniques and tactics to fit the group, not just the agenda. • Practise, practise, practise — rehearse key moments, transitions, and how you’ll handle tricky situations. • Visualise success — mentally walk through the day: how will you open, how will you energise, how will you land your key messages? Even after 1,000+ workshops with the proven FORTH Innovation Method I still practise before every session I facilitate. Not because I’m nervous — but because respecting the group means showing up 100% prepared. Great workshops are not spontaneous magic. They are the result of disciplined preparation behind the scenes. The real work happens before you even enter the room. #Preparation #WorkshopFacilitation #Leadership #InnovationWorkshops #FacilitatorTips #WorkshopDesign #PracticeMakesPerfect #designthinking #innovation

My workshop feedback method has a 100% response rate — and uses zero forms. I ditched post-workshop surveys because… no one filled them out and the ones who did wrote things like “Great workshop 🤗 ” (helpful… ish ⁉️ ). So now I use my four-question, four-colour sticky-note system at the closing of a workshop. It’s fast, visual, and human. It surfaces real language, real commitments, and real insight. Reflection becomes baked into the workshop instead of bolted on. Here’s the magic. I ask everyone to respond to these phrases individually 🟡 “I learned / liked / aha!” - Quick bursts of insight. One idea per sticky. No faffing. 🟢 “I will…” (What ideas do you plan to implement immediately?) - The gold. Actual commitments. I can instantly see what’s going to live beyond the room. 🔴 “I wish…” (What support do you need or what else do you wish we had explored today?) - Constructive, honest improvement ideas and what they need to succeed post-workshop. Better than any anonymous text box. 🔵 One word (What single word best describes your overall reaction to the session?) - These become my word cloud*, and it tells me the emotional temperature in one glance. Then, in small groups, participants choose their top insights, star them, and share them with the room. It turns into this joyful moment where you can see what activities really landed and what learning truly stuck. Impact? • I can literally see what resonated. • The “I will…” notes show behaviour change starting before people even leave the room. • The “I wish…” notes help me evolve each workshop immediately. • And the one-word cloud gives me a pulse check that’s surprisingly accurate. (see word cloud from 10 workshops* - 210 words - in comments) Yes, I still type them all into a spreadsheet by hand (there’s something human and connective about reading people’s handwriting). Then I let AI help me spot themes and patterns. It’s simple. It’s human. It works. And gives clients tangible, meaningful insights... Curious: how do you gather feedback that actually helps you get better? #PlayMore #JudgeLess #feedback #facilitation

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

Most teams don’t get better because they don’t take time to debrief. Last year, I had the honor of doing a bunch of leadership development work alongside my dear friend and amigo, Michael French. He’s a multi-time founder with successful exits, a fantastic family, and a heart of gold. One of the most powerful tools we taught together (really he, Michael O'Brien, and Admiral Mike McCabe taught, and I amplified in my sessions) was the concept of a Topgun-style debrief — and then we practiced it ourselves after every single session as a group. It’s a simple but transformative ritual. After every experience, we’d ask each other: What went well? What could have gone better? And what actions will we take to be even better next time? That’s it. Just three questions. But when asked in a space of trust, it opens the door to continuous improvement, honest reflection, and shared learning. The coolest part? Michael started doing it at home with his son — and now his son comes home from school excited to debrief the day with his dad. That’s when you know the tool is working. The origins of this approach go back to the Navy Fighter Weapons School — better known as Topgun. In the 1960s, Navy pilots were underperforming in air combat. So they changed the way they trained. But more importantly, they changed the way they debriefed. They created a culture of constructive, positive, inclusive performance reviews — grounded in trust, openness, and the pursuit of excellence. Led to a 400% improvement in pilot effectiveness. The philosophy was clear: the debrief is not about blame or fault-finding. It’s not about who “won” the debrief. It’s about learning. It’s about getting better — together. The tone is collaborative, supportive, and often informal. The goal is to build a culture of reflection where people feel safe enough to speak, to listen, and to grow. Most organizations only do debriefs when something goes wrong. But if we wait for failure to reflect, we miss all the micro-moments that help us move from good to great. Excellence isn’t a destination. It’s a mindset. It’s the discipline of always being open to improvement — even when things are going well. Especially when things are going well. So here’s my nudge to you: give this a try. Whether it’s with your team, your family, your partner, or just yourself at the end of the day — ask those three simple questions. What went well? What could have gone better? And what actions can we take to be even better next time? Let me know if you do. I’d love to hear how it goes.