SpeechTraining Seminar for Tour Guides in Mining Regions

7/28/2019 SpeechTraining Seminar for Tour Guides in Mining Regions

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CENTRAL EUROPE Project 1CE084P4 ReSOURCE www.resource-ce.eu

This documentation reflects the author's views. The programme bodies are not liable for any use that may be made of the information contained therein.

This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF.

Out ut No:

Title: Training seminarfor tour guidesin mining regions

Name:Address:

Phone:Email:

Website:

Date and place:

IBA Frst-Pckler- Land GmbHSeestrae 84-86, 01983 Grorschen, DE+49 35753 370 [email protected]

www.iba-see.de

May 2010, Grorschen

4.3.9.


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Documentation for the"Training seminars for tour guides in mining regions(using the example of Lusatia)"

ClientInternationale Bauausstellung (IBA) Frst-Pckler-Land GmbHa scheme within the framework of the ReSOURCE project

ContractorBergbautourismus-Verein Stadt Welzow e.V.Chairman: Horst JungeAuthor: Karsten FeuchtPicture credits: Bergbautourismus-VereinPoststrae 8, 03119 Welzow

Telephone: 035751 27 5050www.bergbautourismus.de


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Contents1. Starting point 4

1.1. Background 4

1.2. ReSOURCE 41.3. Mining tourism 4

2. Philosophy 42.1. Conventional tourism Mining tourism 42.2. Specific requirements 52.3. Specific qualities 52.4. Respect and enthusiasm 52.5. An inspiring message 52.6. Respecting individual perceptions 52.7. Regional development 5

3. Training seminar 63.1. Scope 6

3.2. Participants 63.3. Training itineraries 6

4. Expectations 7

5. Methodology 85.1. Training 85.2. Sample tour 85.3. Awareness raising 85.4. Role plays 8

6. Communication model 96.1. Levels of communication 96.2. Art of successful communication 9

7. Planning a guided tour 10

7.1. Central concept 107.2. Message 107.3. Personal interest 107.4. Nature 107.5. Storyboard 107.6. Resources 117.7. Title 117.8. Marketing 11

8. Conducting a guided tour 128.1. Framework conditions 128.2. Direct preparation 128.3. Importance of the welcome 12

8.4. Components of the welcome 138.5. Welcome checklist 138.6. Stations 138.7. Techniques for giving talks 148.8. Relating to the visitors 148.9. Conclusion of guided visit 158.10. Follow-up 15

9. Dealing with disturbances and conflicts 169.1. Perception or reality? 169.2. The good in opponents 169.3. Possible courses of action 169.4. Complaints management 179.5. Discussion of complaints 17

10. Feedback 1811. Press review 20


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1. Starting point

1.1. BackgroundIn the interests of developing the cultural potential of mining, in 2010 theBergbautourismus-Verein "Stadt Welzow" ["City of Welzow" Mine TourismAssociation] was commissioned by the IBA to produce a training seminarfor tour guides in mining regions using the example of Lusatia. Under theslogan "Train the trainer" the idea was for leaders and mine tour guides toexperience and utilise the opportunities and requirements of miningtourism.

1.2. ReSOURCETraining took place within the framework of the European ReSOURCEproject, a joint initiative run by seven mining regions from five central

European countries that seeks to turn to their advantage a negativesituation brought about by the end of mining. ReSOURCE is anestablished part of the European Territorial Cooperation fundingprogramme (INTERREG IVB) and runs from January 2009 to March2012. The aim of the project is to compile good practical examples andguidelines for three themes, "Development of innovatory capacity","Utilisation of natural resources" and "Utilisation of cultural potential".

1.3. Mining tourismMining covers a broad spectrum. This ranges from industrial culture tolandscapes in flux, and from technical aspects to social andenvironmental ones. Mining tourism is new. The idea of it only came to

the IBA recently in the course of its transformation of Lusatia and it iscurrently being pursued professionally by Bergbautourismus-Verein "StadtWelzow" e.V. International expertise in the appreciation and revitalisationof unusual landscapes and industrial premises is pooled together anddeveloped here.

2. Philosophy

2.1. Conventional tourism Mining tourismWhilst conventional tourism normally emanates from a stable baseproduct with a positive image, mine tourism in contrast attempts to maketourist attractions out of mining landscapes and industrial sites that mayhave been left behind by past mining activities and often be the subject ofpublic controversy. Abandonment, emptiness and change brought aboutby active excavations often with negative connotations play a fargreater role than in 'normal' tourism. This necessitates special qualities onthe part of the tourist product and specific training for tour guides. Thetraining seminar caters for these demands.


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2.2. Specific requirementsAnyone really wishing to reach tourists must move them inwardly. This isespecially important in mining tourism, where the (possibly dirty or

desolate) object cannot do this by itself. The specific tourism qualities ofthe industry and of mining landscapes must therefore first be identifiedbefore mine tourism can be developed. Unique features must then bedeveloped and brought to the notice of other people.

2.3. Specific qualitiesWhen it comes to mining tourism, the tour guide has a greater role andmore responsibility but also more influence on the visitor than inconventional tourism. He needs good faculties of perception and powersof description to open and broaden the horizons of visitors. In this sensethe training seminar raises the tour guide's awareness of his own role.Innovative methods of tour guiding and resources are applied here, which

utilise stimuli from fields such as the science of perception, art and drama.

2.4. Respect and enthusiasmAs demonstrated by the German neuroscientist Gerald Hther, it isprimarily enthusiasm that inspires people to absorb new things and tolearn. "Man needs enthusiasm, he needs curiosity and to take delight inexperimenting, to have an appetite for trying new things and solvingproblems. And he needs a world that understands this, that respectshuman effort," says Hther (Natur und Medizin, 02/2010). This means thatthe successful tour guide enthuses his visitors. He also affords his visitorsrespect and leaves them space to form their own perceptions. So he mustgrab his visitors and yet let go of them at the same time. How does thiswork?

2.5. An inspiring messageTo enthuse other people, you yourself must be enthusiastic. It's aboutpassing on that special spark. So, the question of how to enthuse guestsmust first be asked inwardly:

- Who am I?- Why am I a tour guide with a group of visitors before me?- What is my motivation?- What is my theme / what do I hope to achieve?- What is my message?

This short series of questions shows that looking inside yourself for theanswers automatically brings you to the actual message. If this is clearlydefined and formulated by in-depth self-reflection, then enthusiasm cangrow. A message is not an opinion, however, it is more of an attitude. Astatement of opinion would encroach on the space to respect the visitors who could then only be in the right or wrong. A clearly expressedattitude on the other hand opens up this space, precisely because itencourages visitors to develop their own perceptions.

2.6. Respecting individual perceptionsIf mining tourism is to take its visitors with it, then it must awaken"perceptions": in contrast to conventional "point out and explain" tourism,

mine tourism is all about letting visitors see it like it is and perceive itafresh with all its attributes, problems and potential. Sentiments range all


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the way from awe at monumental feats of engineering to horror at themonumental destruction of landscape - but emotions are always involved.These emotions must be given space. In allowing them, sustaining them,listening to them and communicating through them, an intense experience

is created for everyone involved. And everyone learns something newalong the way and broadens their horizons - without being lectured.

2.7. Regional developmentAs this approach brings mining and landscape transformation to life, so agreater awareness of their potential emerges. The seminar explains thedevelopment of innovative, soft tourism in and around active anddecommissioned mines. The aim is to enable local residents and visitorsto have their own close encounter with mining and/or its conversionprocess. This kind of cultural exposure to landscape change is a directcontribution to regional identity and development.

3. Training seminar

3.1. ScopeThe training seminar was held over two consecutive days, once inFebruary and once in March. A large training and seminar room, fullyequipped for all essential seminar, projection and moderation situations,

was available for focused individual and group work. Regular coffeebreaks provided drinks and refreshments.

3.2. ParticipantsThe 13/14 participants came to Welzow from the mining regions ofLusatia, the Erz mountains and the Harz. The makeup of the groups wasinterdisciplinary, consisting of mine guides, project managers, novicesand experienced tour guides, as well as younger and older participants. Intotal 10 projects were represented, including

- the Mansfelder Bergwerksbahn e.V. [Mansfeld mine railway],- the Oelsnitz mining museum,- the F60 visitor mine in Lichterfeld,

- Plessa power station,- the biotowers in Lauchhammer,- the Ilse-Seesportverein [Lake Ilse Sports Club] from Sedlitz,- Bothe Off-Roadtouren (Off-road tours) from Senftenberg,- the IBA Terraces and IBA GmbH in Grorschen,- KulturInterpretationDeutschland GbR Cottbus- as well as some independent mine tour guides.

3.3. Training itineraries:Excursions took place on both days. The Welzow-Sd open-cast mineand its recultivated landscape is the ideal environment for training in on-site situations in mining tourism. It is possible to provide an exemplary

rundown of all the aspects of relevance to mining tourism in and aroundthe active open-cast mine: from resettlement via the industrial culture of


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the open-cast mine, which can be experienced at first hand, torecultivation - an example of a complete journey through several decadesof mine development can be enjoyed by all. An authentic mode oftransport is available for this in the form of the team minibus belonging to

Bergbautourismus-Verein. The accompaniment of groups during bus tripscan thus be practised at the same time.

4. Expectations

The expectations recorded at the beginning of the seminar show the great

importance attached to issues concerning visitor contact, presentationand methodology. The seminar responds to these concerns by focusingon these areas. The following detailed expectations were expressed bythe participants:

Questions on communication and group dynamics- How do you "get" visitors?- How do you elicit a response in visitors?- How do you arouse enthusiasm and curiosity?- How can you gather together and involve visitors and be sensitive

to their expectations?- How do you create an experience?- How do you respond to visitors especially mixed groups?

- How can you steer the group like a "friendly sheepdog"?- What social aspects must be taken into account?- How do you deal with schoolchildren and know-it-alls?

Presentation of the place- How do you enthuse people about the region?- How do you build suspense?- How do you make a lot out of a little?- How does one showcase a place?- How do you find the right balance between "technique" and

"experience"?

Self-portrayal

- How do I come across?- What can be done about nerves?- How does a tour guide deal with being a solo practitioner?

Questions on methodology- What are the tricks of the trade?- How do you structure the arrangement and the central theme of a

guided tour?- How do you incorporate messages?

Communication of information- How do you select visitor-appropriate information?- How can you simplify, explain or translate technical terms?


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Dealing with disturbances- How do you deal with visitors in problem situations?

Special themes

- How do tours work in a different language?- How can we network better among ourselves within Lusatia?

Requests for the nature of the seminar- Open, inspiring, fruitful atmosphere- Find out ways in which others commentate in order to improve

oneself- Try oneself out and receive feedback- Become familiar with Welzow mine

5. Methodology

5.1. TrainingBuilding on the understanding that enthusiasm and respect are the key tosuccessful mine tourism, the seminar is designed more as a trainingmeasure than a school for the impartation of knowledge. Because the artof tour guiding cannot be learned by sitting behind a desk. It is likedancing to learn it you have to practise on the dancefloor and, after oneinitial routine, do so withyour dance partner. In this sense the seminar is

conceived as a training course and is designed to 1. use individual exercises tied in with participants' own realm of

experience to stimulate awareness, and2. use group exercises for live role play situations and elicit insights

through subsequent contemplation.As tour guiding is first and foremost a matter not of knowledge but ofability, the seminar is all about practising and experiencing those lightbulb moments. And, last but not least, the training seminar must alsorespect and enthuse its participants as an example of best practice in agroup situation!

5.2. Sample tour

Experiencing an example of an event focused on perceptual awareness,the "Kohle Sand und Bergmannshand" (Coal, Sand and Miners Hand)tour in the Welzow-Sd active open-cast mine was the starting point for adetailed analysis of what makes a good guided visit. Reflection leads tothe essential educational and informative aspects of mining tourism.

5.3. Awareness-raisingThe training seminar links in with the working environment and everydaylives of participants, and responds to cater specifically for theexpectations and mix of participants. This helps each individual to graspand understand the nature of the "ideal tour guide": each participant wasasked to recall a person in their life who had "captivated" them. The

collection of qualities displayed by these people automatically reflects theideal qualities of a tour guide who wishes to inspire his visitors.


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5.4. Role playsThis makes participants aware of their own role as a tour guide and

does so by tying in with their own experiences. By introducing their"captivators", the participants "enthuse" the other seminar participantsand thus learn in reality which of their own resources they can tap into(recollection of the captivator), in order to "pass on the spark". In themeantime the other seminar participants slip into the role of the audienceand tourists, thus experiencing the other side of tour guiding. Seminarparticipants reflect on both role-playing situations, which become valuablelearning experiences of practical use.

6. Communication model

6.1. Levels of communicationBuilding on this a communication model is developed, which forms thebasis for further work. An essential distinction is made between twolevels:

- Being Doing- Attitude Behaviour- Thinking Speaking- Invisible Visible

- The tangible mood The audible voice- "The red" in the sketch "The blue" in the sketch

6.2. Art of successful communicationThe art of successful communication is to be aware of these levels and tobe able to perceive the difference between them and consciously apply it.

- In this way one can become aware of one's own attitude andmeet visitors with clear motivation and a clear message.

- When communicating with others this model helps us to "hear",understand and connect with the concerns of the visitor hiddenbehind his actions and statements and his actual mindset.

- And when it comes to communicating with groups it is important

that one's own attitude should consciously create a (best casescenario) "good mood" in the group.


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7. Planning a guided tour

7.1. Central conceptThe basis of successful mining tourism is to identify the unique features ofthe place to be shown. To do this it is important:

- To find out about the specific character and potential of the place- To be clear about the aim of the tour (theme, concept)- To define the main theme of the tour.

7.2. MessageThe formulation of the intended message is of key significance. Almosteverything that makes a good guided tour derives from the message:

- One's own manner and confidence- The central thread and the dramaturgy

- The nature of the tour, its name and lastly the marketing- The announced themes- The itinerary and the places shown- The correlation of the places with the themes and vice versa.

The message can make a case or usually better pose a question,which takes the form of a slogan for the whole tour. It expresses themotivation for the whole tourist endeavour: Why am I showing otherpeople around the mine? What is the reason for opening an industrialmonument?

7.3. Personal interestBeing aware of your personal interest and expressing it at the start of the

tour lays the foundation for successful communication during the tour.Only when this is expressed do the visitors see the tour guide as a personrather than a walking encyclopedia. In this way the foundation forpersonal contact is laid and this alone facilitates the desired enthusiasmaccompanied by respect and freedom. It is helpful to answer the followingquestion for this purpose:

- What cause is closest to my heart? What excites me?- What is my personal input to the tour? What is my motivation?- Why am I doing the tour? What do I want to tell people?

7.4. Nature of the tourThe nature of the tour derives from the central idea, the message and

personal interest. It can take very different forms:- Theatrical with tour guide in costume- Serious and informative- Imaginatively captivating- Action-focused- Sensory- etc.

7.5. Storyboard of itinerary, stations and themesThe storyboard determines the timescale and dynamics of the whole visit.It includes the dramaturgy of the itinerary, the careful selection of thestations and appropriate correlation with the required themes. The central

idea should run through the tour like a constant thread at the same time.


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- Which itinerary is suitable for the site, how does the group movearound the area?

- Which stationsshould be used and in what order?- Which themesshould be addressed on the tour?

- How do I relate themes and places? Which theme goes withwhich station?

If, for example, the working conditions in a power station are to bepresented as the central theme, this would mean that:

- The logical sequence is coal -> steam -> electricity- The appropriate itinerary leads to the stations bunker -> boiler ->

generator- Information about conditions in the relevant job is given at each

station

7.6. ResourcesDepending on the nature of the tour, a variety of resources can be used.

They add something to the reality as seen on the ground. They mayinclude

- Showing illustrated material- Telling a story- Playing an original recording- A performance- etc.

The use of resources should be carefully structured. Firstly, they mayrequire research or special preparation. Secondly, there is a danger thatthey may divert attention from the theme, instead of helping to convey theintended message.

- Comparisons, metaphors and pictures help to vividly portray apragmatic technical engineering setting.

- Productions or performances can be effective ways ofshowcasing a place.

- Giving visitors enough time for internalisation and awakeningperceptions arouses their attention, interest and openness to newthings.

- If you let visitors become actively involved, then you create anexperience.

7.7. Titleof the tourThe tour should have a name which, ideally, arouses curiosity ANDinforms. These two functions often take the form of title and subtitle. Forexample:

- Canyons, Desert and OasisWalking tour through bizarre mining landscape including

refreshments

7.8. MarketingPlanning the comprehensive marketing of a guided tour also includestarget group identification, pricing, and sales and marketing, which werenot dealt with directly by this training seminar.


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8. Conducting a guided tour

8.1. Framework conditionsIt is largely possible to plan a successful tour. By being well prepared youcan control certain factors that put visitors at ease:

- Ensure meeting point is easy to find by providing adequatesignposting / sending map with directions

- Enough clean toilet facilities, sufficient time scheduled to usethem

- Good and plentiful refreshments- Find out what kind of group it is beforehand to best cater for its

requirements- Take account of weather, building works etc. during outdoor visits- Corporate design, name badges for tour guides, etc.- Two days before get in touch with visitors again (is everything as

agreed? final clarification if necessary)

8.2. Direct preparation- Be there 10 minutes in advance- Check the outside area (signs, location of entrance, cloakroom,

drinks, seating, ...)- As a manager "conquer" the area (where do people come from

where is the best place to welcome them?)- It can be helpful to have the first five sentences already worked

out to ensure the crucial first few seconds of the meeting go well- Get yourself into a positive mood by remembering your

"captivator" (see Methodology) or bringng to mind your own

motivation for the tour

8.3. Importance of the welcomeDuring the welcome the foundation is laid for the relationship between thetour guide and the visitors. The welcome sets the tone for the wholeevent. As in any meeting, the first few seconds can be crucial for a wholeday. It is true that a clumsy welcome does not necessarily mean that thevisit will not be a success but if the first few seconds go well there is avery good chance that the event will also go well. This is why it is soimportant to be well prepared! It is helpful to pay attention to the followingbeforehand:

- Be inwardly open for the welcome situation. Appreciation of

guests (they are coming a long way just for my event!).Remember your own "captivator". Be aware of personalmotivation and interest

- A smile works wonders!- Handshake makes a big difference!- Individual snippets of conversation to "tease out" where the

visitors come from (can be a casual remark about a number plate,for example, or a direct question)! Then listen and respond tovisitors. You can also ask what particularly interests them


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8.4. Components of the welcomeWelcome address for the whole group and start of the guided tour:

- 1. Introduce yourself- 2. Welcome the group

o Be clear about in whose name the welcome is/who iswelcoming (who is the organiser, who is responsible)

o Be clear as to the order in which the guests are to bewelcomed, if VIPs are among the visitors

- 3. Communicate the theme, the central idea, the "fixture" of theevent (this can mean the central thread running through the tour,the incorporation of the tour within an overarching programme,how what is shown links in with its surroundings or how it isintegrated into a larger overall context)

- 4. Say what the message of the tour is- 5. Mention your own personal input in the theme / situation /

project- 6. A few words of introduction, give visitors a preview of what to

expect (a rundown of the day, themes, sequence of events, ...)and tell them when an overview (display board with layout, overallunderstanding and so on) of the project will be given (this canbuild up the suspense from beginning to end)

- 7. Clarify general formalities (conditions for attendance, toilets,meals, cloakroom, ...)

8.5. Welcome checklistIf a welcome address/presentation covers the following points, it sets aclear framework and lays the foundation for an individual relationship withthe visitors:

- 1. I am ...[name]- 2. I would like to welcome you on behalf of [organiser] to

...[name of tour]- 3. The theme of the tour is [central idea]- 4. My concern is ... [message]- 5. My interest is [personal interest]- 6. Today we can look forward to [overview of the tour]- 7. Information [toilets, refreshments, finishing point of the tour,

]

8.6. Stations- Find good spots for stations

o Can people see/hear what the station is about?o Is there enough room for everyone? Watch out for steps /

barriers!- Organisation of stations:

- What can people see?- Link to the world of the participants- Come to the theme of the station- Incorporate message- Incorporate factual information- Use resources and methods of communication intentionally

- Watch where you stand! As leader stand with your back (at the mostwith your side) to the object (like the teacher with his back to thewhiteboard)

- Be aware of group's position!


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- With 2 guides: Teamwork and passing on the ball by listening toeach other and mutual respect

- Colleagues who are not speaking should actively listen, as they arepart of the leadership team and by concentrating they encourage

more concentration as a whole.- A willingness to learn from the visitors fosters respect and

relationships, and is enriching and enjoyable- Link information with experience: By doing something yourself you

take in approx. 10 times more than if you are told about it- Wow factor: give time for the wow factor to sink in!- Moral/ethical obligation towards the object of the guided tour ("I owe

this to the F60") and towards the visitors produces a respectfulattitude...

- Problem with mass processing: keep adapting to new people shortbreak for brief reflection helpful

8.9. Conclusion of the tour- Should finish at the scheduled / announced time a good-quality

tour and satisfied visitors mean staying within the announcedtimeframe (i.e. consider in advance options for shortening it ifrunning late - see above)

- The tour should finish where it starts unless a different finishingpoint is announced and agreed at the beginning (if necessary returnto car is arranged)

- Enquire as to whether any pressing questions remain unanswered- Thank the visitors- The applause usually comes here a brief pause helps visitors to

sense the right moment. Accept and enjoy the applause- Now: Give out documentation on the event, related information,

dates, tips for the time after the event, own promotional literatureetc.

- Farewell- Wish people a good journey home

8.10. Follow-up- Attention to, and acknowledgement of, complaints (customers who

are satisfied after a well-handled complaint are more loyal thanthose who were satisfied anyway)

- Possibly send out more material or further offers


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9. Dealing with disturbances and conflicts

9.1. Perception or reality?The first thing to understand is that disturbances are perceived to takeplace. If someone disturbs the tour guide or a situation is going wrong,then the tour guide perceives that this is happening. The reality is thatthere are no disruptive influences "out there". It may be that someone isonly disturbing the guide (and nobody else) because he is doingsomething or has something about him that makes the guide react in acertain way. Or something is not going to plan but nobody, apart from thetour guide, has noticed this. This way of looking at things helps you not tofall into the trap of responding to your own interpretation.

9.2. The good in opponents

Studies on group dynamics have shown that a good team develops whenits members "play" different roles within a balanced relationship. Thefollowing four typical roles are identified as basic types of group activity:

- Key player: moves and leads- Team player: follows and supports- Opponent: opposes and criticises- Observer: watches from the outside

The tour guide usually takes the role of the key player. He duly finds theopponent to be a burden or disruptive. In reality, however, the groupdynamic "needs" the opponent for checking and correction. Because eachrole plays a part in the group dynamic:

- Key player: brings initiative and direction- Team player: puts into action and completes

- Opponent: corrects and improves- Observer: gives feedback and overall view

The visitor perceived as a "disruptive influence" often puts forwardimportant suggestions or requests that enrich the visit if they are properlyunderstood and incorporated. As explained in the communication model,it is important to pick up on the actual request that remains unspoken (=the "red area") behind the words (the "blue area"). This can be a greatchallenge. Taking the view that the alleged disruptive influence makes apositive contribution in the end helps to overcome this challenge.

9.3. Possible courses of action:The situation is complex during the guided tour. It is important to cater for

all visitors at the same time, keep an eye on the time and keep thesuspense building throughout the event. There are visitors who make thisjob hard. Here are some tips whilst on the move:

- Remain calm and businesslike in the situation- "Count to ten" or let it go then intervene discreetly and in due

proportion- Give the problem / the "difficult" visitor attention, a small platform- Acknowledge the visitor

o Repeat (reproduce) verbatim what the visitor saido Name his expectations by mirroring them and voice

understanding by doing so- Gain time

o "That's an interesting question..."

- Pick up the "disturbance" like a ball and pass it on (to othervisitors)


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- Do not take everything upon yourself, but use the group as wello "Would anyone in the group like to comment on that?"

- Admit that you do not know any moreo "I don't know at the moment I'll get hold of the

information..."- Replace negative sentences with positive statements- Refer politely to the time factor or another place

o "Please bear with me, I would be happy to get back toyou on this later..."

- Change of rank in which it is stated what the matter iso "I get the impression you would like to take over the

tour..."- Trust yourself to speak through gestures and body language

(backslapping)- Interruptions can be appropriate:

o Suggest a new themeo Presence through speaking out loudo Requests, recommendationso W questions

9.4. Complaints managementProfessional complaints management underpins successful tourism. Asbecame clear in the matter of the alleged "disruptive influence", it iscrucial not to see a complaint as a "gripe", but as an importantcontribution to the improvement of tourist provision. Statistics actuallyshow that good complaints management can produce regular customers:a customer whose complaint has been well handled is far more likely toreturn than a customer who was satisfied all along. This means takingevery complaint seriously and with gratitude. The key thing here is to takean appropriate attitude towards the visitor:

- I take your problem seriously!- I understand what you want and need!- I would like to help you!- Quickly!- Efficiently!- At your convenience- To your complete satisfaction- I see myself as responsible for you!

9.5. Discussion of complaintsThe following approach will help to discuss complaints effectively:

- A positive attitude from the tour guide (stay relaxed).- Active listening (eye contact, nodding, express understanding,

repeat what has been said).- First allow the customer to finish speaking (he needs to get

everything out first).- If necessary use follow-up questions to let him speak again

(everything?).- Do not maintain eye contact for too long (causes slight

aggression).- If necessary take the customer to a quiet spot (isolate).- Longer pause before you answer (have considered).- State your responsibility for the complaint (right place).

- Thank for valuable information (customer as helper).- Apologise if necessary (feels taken seriously).


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- Make first-person statements: "I am surprised and concerned."- Avoid negative sentences and the word "no" (replace with positive

statements)- Promise to address the problem immediately and to submit actual

suggestions (things are changing already).- If possible: quick response (customer sees change for himself).- Ask for more information to help resolve the problem (appear

open and interested).- Check customer satisfaction (fine-tuning possible).- Promise nothing you cannot deliver (credibility).

10. FeedbackOn the whole, the training seminar in February / March 2010 was given apositive evaluation by the participants. The feedback shows that itsucceeded in catering for the expectations expressed at the start:

How were the food and catering during the seminar? Score: 1.5

How do you assess the overall organisation of the seminarprogramme? Score: 1.0

- Was enjoyable and entertaining; was worth it; super seminar, wasvery enriching and helped with this year's guided tours at theLauchhammer biotowers

- Good group: generational exchange- Very interesting it was my first time down a pit; open-cast mine

trip was very good, experiencing F60 "close-up" did not happenunfortunately

- It's great to receive documentation as soon as the seminar ends

How was the leadership of the seminar? Score: 1.3- Nice performance by leadership duo; duo effect very useful; the

interaction between the seminar leaders showed that they make agood team and it was highly motivating

- Good learning environment created; there was a lot of trust in theseminar group; atmosphere of mutual acceptance; sensitive andfriendly atmosphere was conducive to getting involved

- It was very interesting and it was totally relevant; keep it up andkeep spreading friendship; thank you

How do you assess the educational structure / dramaturgy of theseminar? Score: 1.3

- Structure was logical and it worked; the training was strikinglyeffective

- Successful alternation of theory and practice, both in the seminarroom and on-site outdoors; good to travel to the site; shorterminibus journey would be better

- The outdoor trips were also demanding- Both days intensive and informative; good that it was two days to

take in and absorb what was taught; keep it up, I found the 2-day

package super, it made it more intensive than 1 day and certainlymore effective; a 3rd day would have been even more useful to


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deepen the learning process

To what extent did the seminar meet your expectations? Score: 1.4- Good workload; effective seminar; clear explanations

- Pleased to have gained an idea of what tour guiding means- The seminar was a help in deciding on a career path- Even more exchange of experience required- A "study block" is still missing; more input required from the

leaders; it would be good if tutors gave progress reports; give outassistance / checklist

How far did the seminar tie in with your concerns? Score: 1.3- Role plays illuminating, exercises and trying out was great- Learning via feedback; you could compare yourselves; good:

practical exercises, with instantassessment; "cut" in role play andinstant feedback helps the understanding to "click"

How much did the seminar motivate you? Score: 1.4- Received a lot of feedback; good: to feel affirmed, affirmation of

my work- Learned a lot, I was motivated every second- Good to take a look outside the box; got ideas for my own tours

(close eyes, ); gathered new ideas for a guided tour- Looking forward to my own tours in the future; found out that

idealism can be catching- Realisation that there are many skilled people already in Lusatia

How great was your own personal learning? Score: 1.6- Learned a lot- Learned the art of tour guiding; gained access to tools and

methods; took away lots of practical ideas, lots of information- Gained sensitivity to / awareness of procedures and variations of

a guided tour- Learned something new about myself- It is not important to come from around here but to be able to

identify with it- "Captivator" helpful for conflict situation; practical learning: such

as trying out "defuse situation", e.g. "address situation directly"- Learned laws of communication, "psychological" background- Doing things differently; cut down on content; factual knowledge

not as important- Awareness of importance of good preparation and planning,

importance of preparing a good start and a good finish to the visit- Speak more slowly- Learned how group / location of group can be managed


20/20

11. Press review

Lausitzer Rundschau, 8. April 2010:

Wochenkurrier, 7. April 2010:

Spree-Neie-Kurrier, 5. Mai 2010:

SpeechTraining Seminar for Tour Guides in Mining Regions

Documents

Transcript of SpeechTraining Seminar for Tour Guides in Mining Regions