Training and facilitation

Name the room, and what they will do the next morning.

Trainers are asked for a workshop when a team is about to do something new and a manager hopes a day away will fix it. A serious proposal says who attends, what they practice, and what is still the manager's job after you leave.

Who is in the room

Write the roles and the count. Twelve team leads who run the Monday meeting. Not 'the organization'. A mixed room of directors and new hires produces a polite day and no skill. If the client wants everyone, say you will run it in groups of a size that can practice, and price the groups.

Say what they will practice, in the room, on their own material. A real account. A real meeting. A real difficult sentence. Slides about a framework, followed by a discussion, is a different and cheaper product. Do not describe it as practice.

What is still the manager's job

The next morning is the scope boundary. You can leave a checklist the manager uses in the following week's meeting. You cannot make them use it. Write that. Clients who believe a facilitator can install a culture in six hours need the limit more than they need another exercise.

Design of a whole curriculum, licensing your materials, and coaching each manager afterwards are follow-on sales. The proposal for the day should stand alone, with a date, a room, and a definition of done that a participant could repeat.