Many clients have experienced high levels of frustration as the needs analysis information they collect from their Chinese associates yields inconclusive or misleading assessments. Others report that the dynamics they foster in the American classrooms go completely wrong in Singapore. And the Level 1 evaluations they receive in India indicate a high level of satisfaction which does not translate into the day-to-day behaviors or operations.

Because my family roots sprang from such a myriad of cultures it was always made clear to me that, “when it Rome…” A significant mistake American businesses have made in the past (and often continue to make) is to approach international business opportunities with a “business as usual” mindset and strategy, wondering later why their business deals fell through.

As we set up to design and subsequently deliver training abroad, we must keep in mind that, beyond the standard ADDIE (Analysis, Design, Development, Implementation & Evaluation) processes, we are responsible for adapting that training according to the cultural composition of the audience in that country. What we often accept as evidence or fact in the United States will be seriously questioned and probed for further research elsewhere. The practice exercise that everyone has a great time doing in North America might be frowned upon or create an atmosphere of intimidation in Asia. The mere order in which we unveil the training session or conduct an icebreaker may not produce the group dynamics we regularly achieve with an American audience when tried in Indonesia or in certain parts of Europe.

For example; in most of our Langevin courses, the first hour is dedicated to providing a course overview, conducting introductions, and establishing group dynamics. We invite the participants to introduce themselves either individually or at their table groups or as a large group in a “cocktail party” fashion. After this has taken place, we (the Langevin course leader) introduce ourselves providing a general background of our careers and maybe share some of our leisure time hobbies. The order of this process would portray the instructor as culturally insensitive to an Indonesian audience who would expect the instructor to introduce him/herself prior to anything else being done.

But how do we make certain that we are doing the right thing? While there are various resources available for professionals to breach the cultural gaps that exist between countries and their people, very often the ones most commonly tapped into are tourism and travel guides from our local bookstores. Even though these offer a good general idea of what to expect concerning food, time constraints, visa requirements, health, weather, and climate, they offer very little information about business etiquette.

A few years ago, and prompted by the fact that my biggest passion in life is to travel the world and know many different cultures, I found what I consider the MUST HAVE for international business etiquette. I am certain there are other fantastic resources also available, but based on the limited amount of time I have to do research, this one particular book is organized in a fashion that works best for me. Terri Morrison and Wayne A. Conaway authored Kiss, Bow, or Shake Hands. This book is a reliable resource to conducting business in over 60 countries. I never travel internationally, even if I’m only doing so for pleasure, without bringing this book. It offers reliable information, in a concise format, about the various aspects that may influence any given business endeavor in other cultures.

Of course, in addition to tapping into resources like this one, it is imperative that we partner with the training associates in our international locations to find out more directly any details that must be considered when designing or preparing lesson plans and learning modules for their learners. They can provide specific information about the learning preferences, styles, and challenges of that audience so that we have a higher rate of success and of assimilation.

As many of you work with global organizations, you have a wealth of knowledge to share about what has and has not worked for you when it comes to making training stick in other countries. I invite you to write and share with our readers your strategies; ideas, and findings so that we may all continue to better understand how our differences are a great catalyst to finding common ground. I look forward to your input.

José

This is a great time to take action. As I examine the message on a card from my deck of inspirational thoughts, I find it fits perfectly with where I’m going with this blog. “Take action on your ideas. We can have many great ideas, but without action upon that idea, there will be no manifestation, no results, and no reward.” Not only is this great wisdom, but it is also practical advice as our training departments prepare and plan for the year ahead of us. Let’s take a look at three areas where we can apply such “timely” advice.

Our Organization

This is the time to examine how our organizations are executing their strategic plans. Have any major changes been made to the existing strategies and goals? How is our training department linked to such objectives and synergies and how can we support them or help the different departments succeed at achieving them? The current economic panorama demands that companies assess their operations in order to meet their goals and target numbers for the New Year with a more detailed eye than ever before. We, as training professionals, have the responsibility to follow suit and provide a supporting strategy that shows we are in alignment with the bigger picture

It is likely that some of the organizational priorities for last year have shifted in some way or another. This automatically means we need to be tuned in to those changes or developments so that we may provide the training (knowledge and skill) support that the company requires. It is also a key time of the year to conduct a performance analysis of the company’s core processes in order to provide any possible suggestions for improvement or validation of efficiency.

Ourselves

Another important task to consider within our training departments is to carefully assess how our own current level of competencies, talents, and skills are in measure up to those that will be required to satisfactorily support the overall organizational strategy. When was the last time we took a workshop to “sharpen the saw” as Stephen Covey recommends in his highly acclaimed book? The same way we provide courses, job aids, and performance tools to our companies’ employees so they are equipped with the competencies needed to do their jobs and reach targets, we too need to keep our skill set at top speed.  Do you need to brush up on your instructional design skills, or establish a company-wide training advisory board? Maybe you have been given the responsibility of converting a number of your courses into an e-learning strategy. Do you have what it takes to make it happen?

I always find it interesting how quick we are to assess the needs of our companies at the start of the year, or how soon after the first week in January everyone comes up with very important projects for us to work on, yet we tend to forget we need to maintain momentum and keep our skills up-to-date with the demands of the industry. I am often on an airplane and it is always fun to realize that the safety message from the airline always and forever reminds us, “in the case of a sudden change in cabin pressure…put YOUR mask on first before you help others with their masks.” Are we truly and fully making sure our mask is on right? What are we doing to stay on top of our game?

Others

We maintain a broad and big-picture mindset as we move forward and set new objectives and strategies for the year – and paying attention to what other people and companies are doing is helpful. Why reinvent the wheel? If there are models of success out there, let’s find out how they may be applicable to our needs and the needs of the corporations we support. The January-February issue of Harvard Business Review focuses on ways to transform our businesses to meet today’s challenges and demands.

So, as you get set to start this New Year, remember to ask yourself some key questions: What is the focus for your company for the New Year? How are you going to support it? Is your skill-set up-to-date? When was the last time you “sharpened your saw?”

What ideas do you have to help your team gear up for 2010? And, I prompt you to share with our readers your breakthrough ideas for the beginning of the year for the benefit of us all. What suggestions do you have or what advice can you offer about what you have tried but not seen results from so that others have a better chance to succeed. I look forward to hearing from you.

José

The outcome of this type of merger? Employees at all levels of the newly merged organization will be experiencing a big challenge in assimilating. This presents the merging Training & Development teams with the opportunity to combine resources, help to manage the integration process, and hopefully soften the blow that productivity and customer service levels may experience.

Put the T&D Department in Order

A place for every one and everyone in their place! Change Management must start with the Training Department. As T&D probably will be responsible for leading the change at all other levels in the organization, we need to be at the front of the line in managing the changes that will come when T&D teams merge.

One of the first issues that the newly formed T&D department needs to address will be how both T&D teams will fit under the new organizational chart, which team members will assume which responsibilities, and how they can all operate as a team.

Next, the newly formed T&D department should probably assess the existing operational plans and/or curriculums that both companies brought to the table so the new department can determine which courses and offerings to continue as is, which to merge or revise, and which ones to eliminate altogether. For example: Does one company use a Learning Management System while the other still employs manual records? Do customer service courses complement or crash with each other? Which best practices will be adopted and from which company?

Helping the Organization

Once T&D’s house has been put in order, it can turn its attention to helping the organization. While it is common at this stage of the merger that the movers and shakers have probably already addressed managerial needs, it is not unrealistic for middle and upper management to be the ones needing the most help with the cultural assimilation. This is because they probably hold the highest level of responsibility in meeting expectations and demands from managing directors and above. Helping to identify and integrate managerial styles is key to the success of any merger. We are seeing an increased need for executive and managerial coaching in areas like the Myers-Briggs Type Indicator, DISC, Strategic Planning, Project Management, and Performance Scorecarding; areas where the T&D department can offer assistance to its management group.

Finally, it should not come as a surprise that some associates may find themselves without a job in the newly merged corporation. Many organizations have adopted the practice of offering Resume Writing Skills workshops, techniques for successful job interviews, and other similar processes to help people manage the sense of identity crisis they experience when they are “no longer needed.” This is a role that perhaps the newly defined T&D department can fill.

So, tell us…what is your experience with Mergers & Acquisitions and the way it impacts training? How has your training role evolved as a result of a merger? What best practices have you put in place to assist the organization as well as the individual associates who have been impacted? Based on your comments we can expand on any specific angles you wish to.

I look forward to hearing from you and sharing your experiences with our readers.

José

Whether we are conducting a training needs analysis, directing a performance consulting process, or managing subordinates, we need to make sure we are not only hearing what is being said, but we are truly listening as well. The difference, according to Webster, is that hearing is the act or process of perceiving sound or of receiving information whereas listening is the act of hearing attentively and paying attention to the person speaking.

Verbal communication has four forms: listening, speaking, reading, and writing. The average person spends 70 to 80% of their active hours (11 to 12 hrs per day) communicating with others. The two forms of verbal communication we use most often are listening and speaking. Is it any surprise that these are the areas where we have the most difficulty?

Whenever we are involved with a training needs analysis, a performance consulting process, or managing subordinates, we really must communicate clearly and be prepared to be non-judgmental. Some things we can do to help with communication are:

Establish Rapport

Greet the person by name and clearly state the purpose of the meeting. Use clear, concise, and common language, and solicit any questions before you start.

Have Empathy

Put yourself in the other person’s place or position. The issue you are discussing is real to them – and may be quite different from your own.

Don’t Interrupt

Be patient. Sometimes a little rambling reveals a big reward. We know what we want to accomplish and while the other person may not take the same road, we can usually get to the same destination.

Don’t Jump to Conclusions

Until we have all the facts from the speaker and can validate our suspicions, all we have is basic information with no clear path to an immediate destination.

Don’t Judge the Speaker

Just because the person isn’t providing the answers that we expect, doesn’t consider him or her to be out of touch, misinformed, or a loser. The speaker may be giving you all the information he or she has and this can be an indication that other problems may exist.

Ask Questions

Let them see the list of questions prior to the session, use more open questions than closed. We want them to talk.

Pay Attention to Your Non-Verbal Behavior

Make eye contact. Look at them for a while then glance at your notes then look back at them. Remember, you’re not trying to make them feel uncomfortable – just engaged. Maintain a pleasant and relaxed facial expression. Try to mirror the demeanor of the person you are talking to. Be aware of your posture – lean toward the person when they are responding but avoid violating their personal space.

Don’t Forget Active Listening Skills

Paraphrasing, reflection of feelings, use of encouragers, and summarizing.

One of my favorite quotes (by the prolific author, ‘anonymous’) is, “The most important thing in communication is to hear what isn’t being said.” This is true for the messages we are sending as well as those we are receiving during the communication process. By practicing some, or all, of the tips in this blog, you may find you never have to ask the question, “Are you listening to me?” again because you will know that the answer is “YES”.

Martha

Because I also love the training field, I end up on a lot of discussion boards and forums for training professionals. I thought I’d share some of my observations about the trends in the business, based on what training professionals are saying to each other. To be fair to those who have shared great ideas (or conversely, not-so-great ideas) I won’t be referring to any particular forum or group in my following comments:

Knowledge and Skill

To begin, there is definitely widespread use of the words “knowledge and skill” out there when it comes to training. I find that encouraging. But, when you dig a little, it seems training professionals often focus more on the knowledge part than the skill part when you get knee-deep in the details. We could benefit from putting more emphasis on the skill aspect of training: leaving out nice-to-know content, including more how-to material, and building in more exercises for our learners.

Technology in Training

I’ve noticed trainers are always looking for new ways to use technology in training. From sharing opinions on e-learning authoring/delivery tools, to posting discoveries of emerging technologies that may someday provide new training modes, trainers are combing the web for technological advantages. Even nicer, many trainers are staying clear-headed, not getting caught up in the whiz-bang coolness of the technology, and keeping a focus on sound training principles. I hope this trend continues and even rises. Sadly, there are still a few people out there who think e-learning should solve all training needs, although they appear to be the minority.

Helpful Trainers

Trainers are a helpful bunch. Maybe it’s due to all our dealings with managers on the front end, and with learners on the back end, but I’ve noticed a huge tendency to be very diplomatic in expressing our thoughts about training in general. Even strong differences of opinion posted online have been tempered with disclaimers of possible exceptions, adaptations, and professionalism. Well done, trainers! No flame wars for us!

Front-End Analysis

There seems to be a lot of focus on how to design or deliver training with efficiency and effectiveness, but I’ve noticed an absence of front-end analysis thought. Perhaps we are resigned to defer to managers’ judgment, have given up on needs analysis, or simply don’t know enough about it to implement it more prevalently in the training world. I’ve simply seen too many posts about training programs that are telltale signs of knee-jerk reactions by management or common misconceptions that training can solve any performance issue. When put to the question, most trainers would say, “No, training is not the solution to every performance issue.” But I’ve seen too much evidence of trainers failing to consider that question at the start of new training projects, and feel we’re still letting “bound-to-fail” projects creep into our project plans.

Trainers Agree…

Finally, if there’s one thing trainers agree on, it’s that there isn’t just one correct way to handle training. It looks like we really get it: We’re helping human beings do their jobs better. And if there’s one thing we know for sure about human beings, it’s that not everything will work equally well for everyone. I’m very grateful to see how adaptable and open-minded we are as professionals. Not only are we open to new ideas, but we are ready and even eager to consider adaptations to best practices, all in the name of maximum benefit for our respective organizations.

If you want to form your own opinions about what trainers are discussing online, just Google the following words: “training forum discussion board” Just be prepared to weed out the results that lead to animal training or personal training.

Alan

Transitioning to performance consulting has become a necessity in today’s turbulent economy which means initiating a cultural shift on how the training department is perceived and valued. We can no longer be a “yes” person whenever someone requests training. Put on an investigator’s hat by asking the most powerful question  – WHY???

Next, you need to ask, “What does success look like, and how will we measure it?” The answer to this two-part question will give you a clear indication whether it’s a training issue or not.

Over $62 billion dollars is spent on training in North America annually, while up to 75% of that training is for the wrong reason. Wow! You do the math, and you will quickly realize how much money is wasted. And nobody can afford to waste money these days. With these numbers in mind, you can see how important it is to you and the credibility of your training department to determine whether a performance problem is training-related or not.

You may be wondering why anyone would train an employee who does not need it. The root causes of employee performance problems are often never looked into, because sending them to a training class becomes a painless “quick-fix.” By investigating a little further, you may find that an employee is not performing because of a lack of job standards or measurement. Another reason could be the lack of tools/equipment needed to do a job. Perhaps the employee has never received constructive feedback on how to improve. Or maybe they do not have the correct incentive to perform.

So what are you to do? Don’t despair – we have a solution. Come join us at our Consulting Skills for Trainers workshop where you will learn a simple, yet powerful step-by-step process to identify and resolve job performance gaps. This workshop just might be one of the wisest investments you will ever make.

See you at our workshop and happy training!

Ron