Post-training action plan
Turn what was learned into concrete, dated actions.
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Many tools offer templates that amount to a grid with nothing in it. Here every template arrives complete: its columns, its questions, its examples — and above all its facilitation sheet, which explains when to use it and how to run it.
That is the difference between an empty board labelled « retrospective » and a retrospective workshop you can run in front of a group within the minute.
A trainer is not looking for « a kanban ». They are looking to start a session, to have a situation analysed, to bring out ideas, to organise work or to take stock. Templates are sorted by these five purposes: you start from your intent, the tool comes second.
Each template states an indicative duration and how many items it contains. You know before opening it whether it fits the time you have.
Columns, questions, examples: everything is already in place.
When to use it, how to run it, what to avoid.
Know before opening whether the workshop fits your slot.
Start, analyse, find ideas, organise, take stock.
A template is a starting point: adapt it to your group.
French, English, Spanish, German — sheets included.
These are the templates actually available today, up to date. Filter them by purpose to find the one that matches your intent.
Turn what was learned into concrete, dated actions.
Everyone tracks their skills: to discover, being learned, mastered.
Track a project's progress, from idea to delivery.
The trainer's checklist, before, during and after the session.
A simple Scrum board to run a sprint as a team.
Organise teamwork between learners, with a role for everyone.
Seminar, team day or trade fair: keep track of everything until the big day.
Handle customer or internal requests, from receipt to resolution.
A randomly drawn question so everyone introduces themselves differently.
30-second challenges to wake the group up.
Society and workplace topics to argue about.
The wheel that decides, with a smile.
Review prompts that work for any subject.
Six angles to close the day, one per participant.
To spice up an oral quiz or a team game.
Draw the roles for a group activity.
Everyone draws their group: 4 groups, easy to adjust.
The first three minutes, and in what order: make safe, alert, assist.
An unhappy customer arrives. The first thirty seconds decide the rest of the exchange.
Repeated lateness. Where, when and how to raise it — and what not to say.
A prospect gives you twenty minutes. What you do with the first five decides the rest.
Phishing. The most requested scenario in companies, and the one where a mistake costs most.
A customer writes: « delete everything you have on me ». What do you reply, within what deadline, and what can be refused?
Strengths, weaknesses, opportunities, threats: the most requested frame in a diagnosis workshop.
What works, what we change, our ideas: the end-of-module review, in twenty-five minutes.
The matrix that cuts a list of twenty ideas down in twenty minutes, without endless debate.
The steps of a project or a progression, left to right, with room to write around them.
From core to edge: what is essential, what matters, what can wait.
Objective, resources, people, risks, deadlines: the map of a kick-off meeting.
Symptoms, causes, effects, solutions: the map that stops you jumping straight to the answer.
Four axes around a subject: get the ideas out, then sort them — in that order.
The map the group fills in at the end: what we take away, what we will apply, what is still unclear.
The map you fill in before writing anything: objectives, sequences, assessment, materials.
Each person's level and expectations, gathered before the session: enough to adapt the programme, and to prove it.
Four questions in ninety seconds, to project while the last people settle in.
The end-of-session survey: nine questions, three minutes, while the group is still there.
The second quality indicator, the one almost nobody tools up for: what was actually put into practice.
The view of the company that commissioned the course — an indicator separate from the learners'.
The one that decides the rest: the frame, the people, each person's level, and one early win.
The skeleton of a day on site: welcome, two blocks of practice, and an ending that leaves a trace.
The most common corporate format: one break, one long exercise, nothing superfluous.
Remotely, attention lasts less: one interaction every eight minutes, and a break halfway.
Little lecturing, hands deep in the work: demonstration, guided practice, free practice, report back.
One anonymous word to take the group's temperature.
Three words to find out what the group expects from the training.
Gather initial ideas about the training topic.
Surface what worries the group without exposing anyone.
List, without limit, what is holding back a project or a change.
Build together the portrait of a role: manager, trainer, salesperson…
One anonymous word to open a discussion about the team.
Spot, without embarrassment, what needs explaining again.
At midday, check whether the group needs a break.
Close the day with one word, displayed big.
Three words to anchor the training in practice.
End on a warm note: one word to thank the group.
No template for this purpose.
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