February 2025
20 Questions
Facing the 20 questions this month is our Training Coordinator – Rafa Silva.
Q1. What pivotal moment or specific challenge early in your career fundamentally changed how you approach your work?
In my first role at the vocational training centre in Porto, I was delivering sessions to a mixed group of young professionals and experienced workers who had been made redundant. Their needs, confidence levels and expectations were completely different, and I quickly realised that a single approach could never serve everyone well. It was a challenging situation, but it shaped my philosophy profoundly. I learned to prioritise adaptability – listening carefully, adjusting my methods and meeting people where they are. That experience taught me that effective training isn’t about the material; it’s about understanding the person in front of you and helping them connect with the learning in a meaningful way.
Q2. What is the single biggest misconception people have about your role or department, and what’s the real story?
There’s a common belief that training is just about delivering workshops or ticking boxes for compliance. In reality, it’s a strategic function that underpins long-term growth. My work involves analysing skill gaps, designing solutions grounded in behavioural understanding, and ensuring that training translates into measurable change. Training isn’t an event – it’s a process, and when it’s built properly, it strengthens performance, engagement and business outcomes. The “soft” side of training is often harder than people think, and it’s where most of the value lies.
Q3. Looking ahead, what is the one thing you are most determined to change or innovate within the company in the next year?
I want to expand our use of personalised and technology-enhanced learning. With AI and adaptive learning platforms becoming more accessible, we have an opportunity to offer training that adjusts to each learner while still aligning with organisational goals. My aim is to embed more digital tools into our training ecosystem so that people can learn in ways that suit their pace, style and role. At the same time, I want to strengthen how we measure training impact, ensuring that every programme has clear outcomes that support both individual growth and client success.
Q4. If you had to summarise your leadership philosophy in just three words, what would they be?
Inclusive, patient, empowering. I believe that people learn best when they feel respected and supported, and I try to lead in a way that encourages participation, builds confidence and creates space for everyone to progress at their own rhythm.
Q5. What skill that you learned outside of your formal education has been most crucial to your success here?
Active listening. Instructional design and educational theory are essential, but the ability to truly hear people – what motivates them, what intimidates them, and what they need from a learning experience, has been the foundation of my work. Listening carefully allows me to design training that feels relevant and accessible, and it helps me build trust with colleagues and clients alike.
Q6. How do you ensure that your team stays creative and takes calculated risks, even when the stakes are high?
I focus on creating an atmosphere where experimentation is encouraged and mistakes are seen as part of development. Training is inherently creative, whether we’re designing new content or exploring a different delivery method. When the stakes are high, clarity helps people feel safe: so I outline the objective, offer guidance and then give people room to try new approaches. When people know they won’t be judged for exploring an idea, they become far more willing to innovate.
Q7. What’s the best piece of professional advice you’ve ever received, and who gave it to you?
A professor at the University of Porto once said, “Training is not about teaching; it’s about enabling.” That distinction has shaped everything I do. It’s not enough for people to understand something in theory; they need to be able to apply it confidently in their work. My role is to create the bridge between knowledge and action.
Q8. How has the company culture evolved since you started, and what role do you play in shaping it now?
Since joining in 2020, I’ve seen JMS become more structured in how it approaches professional development, with a stronger emphasis on learning as a strategic asset. I contribute by building programmes that encourage collaboration and by helping new team members feel comfortable in our culture. Training is often a touchpoint for people across the business, so I try to ensure that every session reinforces values such as openness, curiosity and continuous improvement.
Q9. Describe a time when a project failed, and what you, or the team, learned from that experience.
In a previous role, I helped launch a training programme that we believed was robust, but we underestimated the time pressures that learners faced. Engagement dropped quickly. It was a good reminder that even the best-designed programme will fall short if it doesn’t fit into people’s working realities. Since then, I have always prioritised consultation before design, making sure training is realistic, accessible and aligned with both business needs and individual capacity.
Q10. What is a quality you actively look for and try to mentor in junior employees?
Curiosity. The most effective trainers and coordinators are those who continually ask questions and seek to understand the “why” behind processes. Curiosity fuels innovation and helps people connect deeply with their work, which ultimately leads to stronger learning outcomes.
Q11. What is your favourite non-work-related book, podcast, or hobby, and how does it influence your leadership style?
I’ve always been inspired by books on cultural history and social behaviour. They offer valuable insight into how people think and learn, which naturally influences my approach to training. On a personal level, they remind me that learning is constant and that perspective shapes understanding.
Q12. Where do you go or what do you do when you need to completely disconnect and recharge?
I love exploring the countryside. A long hike clears my mind and helps me reset after an intense week. Being surrounded by nature restores my energy and often gives me space to think creatively about future training ideas.
Q13. If you could have dinner with any three people (living or historical) to discuss strategy, who would they be and why?
I would invite Paulo Freire for his revolutionary ideas on education, Brené Brown for her insights into vulnerability and leadership, and Peter Drucker for his timeless guidance on organisational development. Together, they represent the perfect blend of theory, humanity and pragmatism.
Q14. What piece of technology or simple tool can you not live without (and why isn’t it your phone)?
My training journal. It’s where I map out ideas, reflect on sessions, and capture insights from participants. It helps me refine programmes continually and ensures that learning remains responsive and relevant.
Q15. If you weren’t in this industry, what completely different career path do you think you would have followed?
I could see myself becoming a social researcher or a museum educator. I’ve always been fascinated by how people understand the world around them, and both paths combine education, storytelling and human insight in meaningful ways.
Q16. What’s one thing you are currently learning (professional or personal)?
New AI-assisted instructional design tools that can personalise learning pathways more effectively.
Q17. What is your go-to method for starting a challenging conversation?
I start by acknowledging the person’s effort and setting a constructive tone. From there, I move into the issue honestly but with empathy.
Q18. What do you believe is the next big trend that will disrupt our industry?
Hyper-personalised learning powered by AI and data analytics. It will reshape how training is designed, delivered and evaluated.
Q19. What makes you most proud to work for this company?
The genuine belief in continuous improvement. We don’t treat training as a formality, it’s seen as vital to growth and innovation.
Q20. What is one personal habit or routine that contributes most to your daily productivity?
Planning my sessions and priorities the night before. It gives me clarity and ensures I start the day with purpose and direction.