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Learning sessions that last from 40 minutes to 2 hours. The easy way to create bespoke, powerful and engaging learning sessions that fit the time you have available and your delegates’ needs.

Team Building Games
Want to test a range of skills and behaviours in a fun, active way that participants will be talking about long after your training event has ended? Our powerful team building games do just that.

Case Studies
Detailed case studies that are sure to provoke discussion and encourage strategic thinking. Designed for experienced trainers working with senior people.

Icebreakers
Short, fun and relevant exercises that will get your training off to a powerful and thought provoking start.

Articles, Toolkits, Forms and Stories
Loads of extras that add help you to make a real difference as a trainer.




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Document TitleDate
Added
Duration
(mins)
   
Project Planning - Part 2 04/07/2014
80
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Project Planning - Part 2

Time:
The exercise in this module can be completed in about 60 minutes. In total, allowing for discussion, we recommend allowing about 80 minutes for this module.

Aims:
• To minimise the likelihood of crises and project failure through a simple risk analysis and contingency planning process.

Group Size:
This module can be used with groups of up to 24 participants. Ideally, you'll have an even number of participants so they can work in pairs.

Useful For:
Anyone who needs to set up and/or commission and/or manage projects.

You'll Need:
• Post-it notes.

Notes:
This is the second module in the Project Planning series, covering Risk Analysis and Contingency Planning. The first module, Project Planning – Part 1, must be run before this one.

If you are running this module on a different date from the first module it would be sensible to remind participants to bring their completed project plan from the previous session to this one.

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Project Planning - Part 1 03/07/2014
155
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Project Planning - Part 1

Time:
The exercise in this module can be completed in about 100 minutes. In total, allowing for discussion, we recommend allowing about 155 minutes for this module.

Aims:
• To provide participants with a simple but effective five stage method for planning a project or complex task.

Group Size:
This module can be used with groups of up to 24 participants. Ideally, you'll have an even number of participants so they can work in pairs.

Useful For:
Anyone who needs to set up and/or commission and/or manage projects.

You'll Need:
• Post-it notes.

Notes:
There is nothing particularly complex or difficult about project planning; it simply requires a logical approach. If you are new to the topic, we suggest you take time to read and digest the pre-module reading. You might find it helpful to work through each of the stages yourself, using a project of your own - perhaps planning a course.

Although you will have asked participants to bring the pre-module reading with them, in practice some will forget. It’s a good idea to have spare copies ready in case this happens.

It’s a good idea to print more copies of the handouts than there are participants because these may be needed if someone has a particularly complex project to plan.

We have suggested that you ask participants to work in pairs. However, this module could easily be adapted and used by a complete project team to plan one project.

It is helpful if each pair has a table of their own where they can carry out the practical exercises. If you have a large group you will probably need a breakout room.

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Boosting Glasstap's Future (NEW VERSION) 26/06/2014
200
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Boosting Glasstap's Future (NEW VERSION)

Time:
This game can be played in about 135 minutes. In total, allowing for discussion and evaluation, we recommend allowing 200 minutes (based on 2/3 teams).

Aims:
• To test participants’ abilities to analyse information effectively and identify problems and their causes.
• To test participants’ abilities to think strategically, develop long-term solutions and be able to ‘sell’ these.
• To develop team skills and test time management skills.
• To test participants’ abilities to develop and deliver a persuasive presentation.

Skills and Behaviours Tested:
Project management, leadership, teamwork, time management, communication, information gathering, problem solving, attention to detail, planning, creative thinking, marketing, presentation, negotiation.

Group Size:
You’ll need a minimum of 4 participants for this exercise.

Useful For:
Managers at all levels, particularly those involved in managing projects. It can also be used with other staff as a way to assess a variety of skills over a three-hour period.

You'll Need:
• One complete pack of information for each team.
• Plenty of space. (Ideally each of your teams will have a separate breakout room to work in.)
• Name cards for each member of the Parish Council – Martin Webster, Glenda McWilliams, Robert Fungle, Richard Longfoot and Denise Roberts.
• A supply of grant application forms, which you can hand out on request. (If using the simpler version of the exercise with no grants, you won’t need these.)
• Card, scissors, colour pens etc. (optional).
• A small prize for the winning team.
• A projector/screen (for the PowerPoint Calendar countdown).

Notes:
All of the documents required by participants are included in each of the Participant Packs. You can run a slightly simpler version of this exercise, without the grants, by using the ‘simpler participant pack’. The time required for this exercise will be determined by the number of teams. Each team is required to give a 15-minute presentation at the end of their preparation time (135 minutes).

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Bogo Motors vs Young Upstarts - A Business’s Response to New Competition Leads to Internal Division 26/06/2014
60
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Bogo Motors vs Young Upstarts - A Business’s Response to New Competition Leads to Internal Division

Using the Bogo Motors vs Young Upstarts Case Study
There are many ways in which you could use this case study and many topics for which it could provide a useful springboard for learning. We suggest some of them here. This is not a prescriptive list but obvious areas would be:
• Strategy.
• Change Management.
• Negotiation.
• Creative Thinking.

Notes:
This case study looks at a large, well established motor company that is finding it increasingly difficult to retain its position in the market place and remain profitable due to the recent successes of new competitors. The company desperately needs to cut costs and improve efficiency without alienating its already unsettled and divided workforce.

Activity Example:
The following questions could be discussed in small teams or pairs. They could also form the basis of a written assignment or simply as a tool to spark a whole group discussion.
• What options are available to Callum?
• What would you do in Callum's shoes?
• How can Callum make the necessary changes to secure Bogo's future?

Other Areas for Learning:
You could also use the case study to allow participants to practice many techniques or to learn about specific theories and approaches. For example:
• Strategic Thinking.
• Change Management.
• Creative Problem Solving.
• Negotiation Skills.

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Bringing the Cows Home - Testing Analytical Thinking (NEW VERSION) 24/06/2014
75
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Bringing the Cows Home - Testing Analytical Thinking (NEW VERSION)

Time:
This game can be played in about 45 minutes. In total, allowing for discussion and evaluation, we recommend allowing 75 minutes.

Aims:
• Test analytical skills and encourage clear thinking.
• Test participants’ attention to detail, individually or collectively, and to test levels of accuracy under pressure.
• Allow participants to work together to solve a specific problem.

Skills and Behaviours Tested:
Analytical skills, attention to detail, problem solving, teamwork.

Group Size:
We recommend placing participants into teams of 2–4 for this exercise. However, strictly speaking there is no minimum number of participants – this exercise can even be used to test individual skills.

Useful For:
Staff at all levels.

You'll Need:
• At least one Farm Map for each team; if teams have more than three people in them, you might prefer to provide teams with two copies of the map.
• One copy of the Team Brief for each team.

Notes:
In this exercise participants are presented with a lot of information and success will depend on their ability to approach the problem in a structured, methodical way and work effectively under pressure.

This exercise can also be used to examine the role of leaders within teams. If you wish to use the exercise in this way, you might want to pre-assign the role of leader to someone from each team.

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Jess Blonde - Tough Negotiations for Senior Managers 06/06/2014
120
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Jess Blonde - Tough Negotiations for Senior Managers

Time:
This game can be played in about 90 minutes. In total, allowing for discussion and evaluation, we recommend allowing 120 minutes.

Aims:
• To help participants develop their negotiation skills and in particular their ability to establish their needs and wants, and those of the other party, prior to commencing negotiating.

Skills and Behaviours Tested:
Communication skills, leadership, negotiation, teamwork and collaboration, and problem solving.

Group Size:
This exercise involves participants working in four teams. You’ll need a minimum of 2 participants in each team and a maximum of 6.

Useful For:
Managers, and particularly those at a more senior level.

You'll Need:
• Access to the Internet, to use our online scoring tool, necessary to assess teams’ performances and a printer to provide participants a copy of the results. (Only you will need this, not your participants.)
• Plenty of space. Ideally each of your four teams will have a separate breakout room to work in.
• A calculator for each team.
• Highlighters, pens and pencils for each team.
• A small prize for the winning team.
• A bell (optional) - available to buy from Trainers' Market.

Notes:
The exercise can also be used at the end of a training event focused on negotiation, allowing participants to apply new knowledge and skills.

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Intro Web 20/05/2014
20
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Intro Web

Time:
The exercise in this module can be completed in about 10 minutes. In total, allowing for discussion, we recommend allowing about 20 minutes for this module.

Aims:
• To introduce participants to one another.
• To practice and test listening skills.

Group Size:
This module can be used with groups of any size.

Useful For:
Staff at all levels.

You'll Need:
• Nothing other than the materials provided.

Notes:
A very simple but engaging icebreaker.

This can be used in any situation to introduce participants, but is particularly useful where you want to focus on networking or communication skills.

It’s also a very effective way to introduce the concept of experiential training in train the trainer training. Participants should be able to see that getting involved in an experience makes the learning (in this case around communication) stick in a way that they wouldn’t gain from simply being told about, for example, the benefits of summary and clarification.

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Colin Breaks the Rules - A Frustrated Manager Turns Maverick 20/05/2014
60
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Colin Breaks the Rules - A Frustrated Manager Turns Maverick

Using the Colin Breaks the Rules Case Study
There are many ways in which you could use this case study and many topics for which it could provide a useful springboard for learning. We suggest some of them here. This is not a prescriptive list but obvious areas would be:
• Delegation.
• Leadership style.
• Becoming a manager.
• Coaching.
• Discipline.
• Managing challenging people.
• Motivating others.
• Building relationships.
• Influence.

Notes:
In this case study, Colin finds the transition from Team Leader to Transport Manager frustrating, partly due to the senior managers' reluctance to consider new ideas for changing processes and procedures that Colin feels are pointless and time-consuming. So, Colin finds an unorthodox way of being heard!

Activity Example:
Use these questions in small teams, pairs or with individuals. The case study could also form the basis of a written assignment or be used simply to spark a whole group discussion.
• How would you manage and motivate Colin if you were Julie?
• What advice would you offer Colin to help him adjust to his new role?
• What do you think of Colin's 'offence'? If you were the CEO would you have done things differently? If so, how and why?
• What are the advantages and disadvantages of DTU's command and control approach to the recession they are experiencing?

Other Areas for Learning:
You could also use the case study to allow participants to practice many techniques or to learn about specific theories and approaches. For example:
• First Time Management.
• Leadership Styles.
• Effective Delegation.
• Managing Conflict.

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