To address the issue of empowerment, we aim to answer a series of questions:

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1. Which behavioral traits indicate to us that a trainer is empowered?

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An empowered trainer demonstrates, among others, the following behavioral evidences:

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• ​They train. Aware of the challenges of virtual facilitation, they take time to train and in this process, they include their audience.

• They make sure the program is dynamic. They incorporate facilitation tools and a wide range of activities.​

• They are committed to learning. They are clearly aware of their role and the learning objectives. This, combined with empathy, allows them to adapt the program dynamically.

• They manage the engagement level of the group. They frequently check on their audience and are versatile so as to keep the audience hooked.​

• They evaluate themselves and request feedback after each session in order to continuously improve as trainers.​

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2. How do we create the conditions for trainers to feel empowered and exhibit these behaviors?

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• The program Train the Trainer must be part of an organizational strategy sponsored by the leaders.

• Selecting the trainers is key to ensure a good combination of organizational potential, motivation and influence.

• The training must include knowledge of functionalities and development of skills, as well as practice and feedback.

• The program Train the Trainer needs to be managed using data and insights to achieve a continuous improvement.

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3. What is the role of those areas responsible for implementing Training in creating these conditions?

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• Involving the leaders so they internalize the importance of their role as sponsors of the program.

• Establishing a strategic connection with the business areas, as partners in planning and executing the program.

• Managing the program with two purposes: achieving continuous improvement and giving visibility at the executive level.

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