You finish the process, ask whether there are any questions, and the room says nothing. Two weeks later the same three tickets arrive. Every one of them is stuck at the same step.
Asking a question in training is a small public admission that you were the one who did not follow, in front of the people you will be working with on Monday. Most people do that arithmetic and stay quiet. The ones who do speak are usually the ones who needed it least. Which step lost how many people is not something anybody volunteers. Put the same question to every phone in the room, though, and almost everyone answers, because no name travels with the answer.
Spread these through the session rather than saving them for the end. A check you run after the last slide tells you what to fix next time. A check you run in the middle tells you what to fix now. Times are rough and the wording is yours to change.
Tells you in ten seconds which half of your material to compress and which to slow down. It also lets the people who have never seen it see that they are not alone, which is what makes the later questions possible.
Run this straight after you have walked through the step you know people get wrong. Everyone answers, nobody is picked, and the count of wrong answers is the number you came for.
Ask it immediately after the quiz result is on screen. A room that has just watched a third of itself get an answer wrong will ask things it would never have raised a hand for.
After you have answered the questions, not before. Confidence and correctness come apart in useful ways: a room that scored well and rates itself low is telling you it has memorised your example rather than learned the process.
Unprompted, so it can name something that never occurred to you to list. Two people typing the same odd phrase is usually a wording problem in the system itself rather than in your explanation.
The cloud gathers; this decides. Put your own steps in. You have time for one of these, so make the room choose rather than promising to cover all four and covering none.
'Any questions?' asks someone to volunteer that they are behind. A checkpoint that everyone answers turns not-knowing into a number on the wall, and the questions follow it on their own.
In training people are required to attend, a visible leaderboard teaches them to guess safely rather than answer honestly. Show the counts, talk about the option people picked, and leave it there.
If eleven people chose 'start a new one', you now know exactly which screen to go back to and why. Rebuild that part of the session rather than repeating it louder.
A step that trips one cohort is a bad slide. A step that trips four is a bad step, and that is a finding for whoever owns the process, not for the trainer.
Repeat the question the room got wrong in the middle. Watching the count move is the only evidence you will get that the correction landed, and it takes thirty seconds.
Every question above, ready to edit into your own process. Put the code on screen and the room answers from their phones. Nothing for them to install, and no name on any answer.
Retro questions the quiet half of the team will actually answer
Make the decision in the room, not in the thread afterwards
Brainstorming that collects ideas from the whole room, not the three people who like talking
Let the question everyone is thinking get asked without anyone having to own it
Measure what a course changed, not whether the room enjoyed it