I was a bit nervous about my upcoming debut as ‘resident resume expert,’ so I decided to do a bit of research around effective resume writing. I quickly realized that there were a lot of similarities between writing a resume and writing procedures or creating a task analysis as part of an ISD process. Phew – huge sigh of relief! At least that much was familiar to me, as I am a former course designer and currently teach design principles and procedural writing at Langevin.

This past May, U.S. employers laid off 135,789 workers at a time when the number of unemployed who had been jobless for 27 weeks or longer was the highest on record (as of the end of 2009). As such, I thought it timely to share some of the more critical resume writing tips I shared with my job-seekers. And, whether you realize it or not, you may be a ‘natural’ at writing resumes, especially if you’ve written procedures, steps or a task analysis as part of any training program design. So read on, dear colleagues…

FORMAT

Just like a task analysis has a standard format (sub-tasks in the left-hand column, “how-to” steps on the right), so should a resume. Your resume format should attract attention, create interest and be consistent throughout the document. The most commonly used format for organizing resume information is the Chronological format. This format details each job and educational accomplishment in reverse chronological order, starting with your most recent experiences first.

OBJECTIVE STATEMENT

All good training programs have clear objectives. In fact, Langevin teaches objective writing as part of our 3-day Instructional Design for New Designers workshop. An effective resume should contain a clear, concise objective statement (usually placed at the top of the page). Objective statements are best when they’re brief and to the point—one or two lines, maximum. Overused phrases such as “challenging position,” “growing industry,” “opportunity for advancement,” etc. should be avoided. Also, like training objectives, an objective statement on a resume should be free of personal pronouns.

CREATE ACCOMPLISHMENT STATEMENTS

Langevin defines training as having the knowledge and skill needed to perform your current job. When writing a resume, replace typical job description statements with job accomplishment statements – that is, demonstrate that you have the knowledge and skill to work effectively and produce results. Isn’t that what training is all about—producing results? To help determine your accomplishments, ask yourself the following questions:

• Did I see a problem, opportunity, or challenge for which I took the initiative to create a solution?
• Did I develop something?
• Did I participate actively in a major decision related to organizational changes?
• Did I implement or participate in a sales/profit-generating or cost-saving recommendation?

Here are some examples of accomplishment statements:

• Created a new procedure for handling customer complaints. Company earned Customer Service Award.
• Developed a job aid to be used by all new interns. Decreased ILT time by 10%.
• Met 100% of assigned training program design deadlines.

BE ACTIVE

Finally, use action verbs! When we list tasks as part of instructional design, we start with action verbs; the same goes for writing effective resumes. Use a lot of action verbs, like in the accomplishment examples above. In fact, I used Langevin’s List of Common Action Verbs at the career fair. What a huge help!

A couple of other tips before I wrap up: avoid using a three-syllable word when a one- or two-syllable word will do (KISS – keep it short and simple)! And, don’t forget to update your resume often…opportunity favors the prepared.

I’d love to hear your tips and techniques for creating ‘eye-catching’ resumes. Feel free to share!

Melissa

One course, in particular, that stands out is our three-day workshop, How to Influence People and Events. In it, we discuss a strategy to educate others about your view and involve them so in the end they want what you want. You can see how getting along with others would be critical to your success. Clearly, this requires a solid foundation and we conduct several exercises where you assess your own image, power base, and relationships.

One of my favorite books on this subject is “How to Win Friends and Influence People” by Dale Carnegie, first published in 1937. The book became an overnight sensation and has since sold over 15,000,000 copies. It is filled with rules and principles on how to deal with people in business and in social situations.

For me, Principle #1, in particular, stood out from the rest, namely, “Don’t criticize, condemn, or complain.” Although it seems simple, I believe that we don’t always put this principle into action. Carnegie discusses that it is the simplest mind that will criticize, condemn, or complain because it’s the easiest thing to do. It also gets you nowhere because you’re placing the blame on other people. Besides, who wants to be known as “the complainer?”

On the flip side, it takes character and self control to be understanding and forgiving. It also takes more effort and initiative to understand people and figure out why they do what they do and come up with other options or solutions to further your goal.

When I teach this class, I always share this principle and I see many learners writing it down and later sharing it as one of their “AHA moments” from the course. So the next time something doesn’t go your way – and you know it’s going to happen – let the 3C’s be your guide to success!

Marsha

Another January, another new year, another decade, all of which means only one thing: It’s time to make a new years’ resolution. Yay!

We’re all too familiar with January, a time for a new start for many people where the goal becomes getting healthier and maybe even losing a few unwanted pounds gained during the holiday season. Health clubs, gyms, and YMCA’s look forward to January each year because new memberships spike in response to everyone’s longing to achieve their goals. Unfortunately, come March or earlier, at the first scent of warmer weather, going to the gym becomes as stale as those holiday cookies buried in the cupboard.

Well, do not get discouraged because I have a better alternative this January, and it is all about gaining – and I do not mean weight! You see, having been with Langevin for over 10 years, I can easily say that I have never had one class where there was someone who  did not struggle with gaining management support and buy-in for their training. So, as we start this New Year, I have some simple, yet effective, steps you can take to help you gain management support and buy-in for your training programs – and they are guaranteed not to go stale on you in a few months!

1. Be visible in your organization.

People do not tend to work freely with, or support, people they don’t know. Additionally, if you are not visible, then you are easy to forget. Attend key management meetings, go to the company picnic, pop your head into the VP’s informal birthday party for a small slice of cake (but remember our new years’ resolution!) Make a weekly plan of key activities you will attend, so that you are visible to the organization and making connections with your colleagues.

2. Always maintain a positive attitude and a smile.

People will also not tend to work freely with someone who is grumpy.

3. Train yourself, and your staff on how to conduct ROI’s and Level 3 and 4 evaluations.

If you really want management support and buy-in, you must show the WIIFM (What’s in it for me) or benefit to the company of how your training impacts the bottom-line. Remember this powerful phrase: If you cannot measure it, then you should not train it. Use metrics in your training. Unsure of how to do this?  The good news is that we offer several programs to help you over this hurdle. Now we are ready for the final step.

4. Add to that weekly plan by allotting some time to spend with other departments.

You can have lunch with management, job shadow, or even try doing a task for someone else here or there. I suggest doing these activities because, not only will they continue to give you visibility; they will provide you with the skills that you need to speak the language of each department and the organization. Becoming a strategic partner, where you help solve job performance problems, rather than a program peddler, will create management support and buy-in for your training.

Our mission at Langevin is to provide trainers with the skills, knowledge, and materials you need to succeed in your careers – powerful tools that can help you gain ground with management for your training programs this New Year.

Happy New Year!!!

Ron

With that being said, how many of you know your own Power source? Many of us don’t – and if we do – we may not know all the sources of our Power.

In this blog, I’ll share the eight different types of Power and provide details on each type in order to help you determine your own Power base (source). Each type of Power falls under the category of either GIVEN Power (bestowed upon you based on your position) or EARNED (acquired through efforts to better yourself).

GIVEN POWER:

Position Power – This type of power causes people to let you have your way because of your legitimate title (Manager, Supervisor, Team Leader, etc.) or position in the organization.

Assigned Power – If you’ve been delegated decision-making authority, assumed additional responsibilities outside your current duties, and have “backup” responsibilities when your boss is away, you possess Assigned Power.

Reward Power – With this type of power, you praise others’ good performance and make sure management is aware of it, offer tangible rewards, thank others for their efforts and show respect toward others.

EARNED POWER:

Competence Power – you earn this type of power when you demonstrate the skills required to do your job and possibly even exceed the performance standards for your position. You are a true Subject Matter Expert and receive plenty of praise for your performance.

Informational Power – You have informational power because you’re in a position in which you know the decisions to be made, the actions to be taken, or the events to be held. You are able to obtain information others seek and anticipate future information others may need.

Resource Power – Having the people, goods, tools, services, or money (resources) that others need earns you Resource Power. You actively work on creating a network of resources to offer others and can anticipate resources others will need.

Charismatic Power – You are able to inspire others to follow you and are usually surrounded by others who listen to you. You’re typically perceived as being confident and competent. You believe in yourself and your message.

Associate Power – You have a superior, sponsor, or influential ally who usually supports you and your ideas. You’re able to verbalize how your ideas fit into the company’s philosophy.

Based on the eight types of power, what kind of power do you possess? Given? Earned? A combination of both? Remember: To lead you must persuade; to persuade you often need power.

Learn more about influence and power by attending our “How to Influence People and Events” workshop.

Melissa

Everyone has probably heard the cliché, “If I had a penny for every time I heard…I’d be rich.” Well, I might not be rich, but I know for sure my jar of pennies would fill up pretty quickly if I collected one every time I heard a client say, “I’m tired of the training department being perceived as being of such little value to the organization.”

Learning how to play politics will help you shed this unfavorable image. Now I know it may not be an easy task. However, if you stick with the plan that I am going to outline, you will experience success. I am excited for you, so let’s get started – it is a simple four-part process!

1. Watch your attitude:

As a representative of the training department, are you a positive, friendly, and affirming individual, who people enjoy “bumping” into? Nobody wants to work with an “Eeyore.” (Do you remember that dismally gloomy donkey from “Winnie the Pooh?”)

2. Improve your listening skills:

I met an individual who told me that he runs his business by listening. He said it was like putting your ear to a railroad track; you can hear the train-a-comin’ long before it arrives. Listening to what is important to people shows respect and concern.

3. Attend key operational meetings:

Once you get to know people in your organization and what their passions are, then you can become a valuable resource by helping them meet their goals and visions. Also, operational meetings will provide a platform for you to educate and inform your organization on how training is a key strategic partner in your company.

4. Be visible:

Walk around and show an interest in people by asking them how their weekend was or how is the health of their mom/dad/brother/sister/etc. who just had surgery? Make a point to remember names and situations.

Once you incorporate these four steps so they become a natural part of your management style, then you will be able to run your training department like a real strategic partner, and not just another “program peddler” providing no value. And here are some more tips for dealing with office politics.

Thank you for reading this blog, and please let us know how it is going.

Ron

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

Perhaps we should start with a definition because most people recognize when they see it in action but find it difficult to define. According to Wikipedia, “Office politics is simply how power gets worked out on a practical day-to-day basis.” According to BNET Business Dictionary, “Office politics involves the complex network of power and status that exists within any group of people.”

Now the question, do we have to get involved? Let’s focus on the training department, for just a minute. Aren’t we always trying to justify our existence, broaden our reach and make an impact?  Don’t we need to gain support for our initiatives and maximize the value of our department?  Aren’t we always fighting for resources so that we can accomplish our goals?

Let’s face it. If we want to raise the profile of our department, we need to be politically savvy. At Langevin, we’ve even devoted a section to politics in our The Advanced Training Manager Workshop. In it, we explain how to navigate the politics of training in your organization. Specifically, we cover how to assess your organization’s political landscape and how to defend against devious political tactics.

I’ll admit that I never gave this much thought, early on in my career.  Interestingly enough, with ALL my education, I don’t recall ever learning how to play the game of politics. Apparently, I’m not alone on this.  Corporate Coach Dr. Lois Frankel has written many books about it, including “Nice Girls Don’t Get The Corner Office: 101 Unconscious Mistakes Women Make That Sabotage Their Careers.” Somehow, I feel better knowing I’m not the only one!

In her book, Dr. Frankel says that women don’t play the game. We see work as an event where everyone comes together to play nicely. Not only is business a game, it’s a game that changes. It has rules, boundaries, winners, and losers.  Never forget that you’re there to win the game of business.

She goes on to say that no one gets promoted purely because of work. Likability, strategic thinking, and networking are all part of success. If you’re not wasting a little time building relationships, you’re doing something wrong.

Other mistakes women are guilty of? We make our offices too girly (it diminishes our credibility), we skip too many meetings, we’re too modest, we ask for permission instead of presenting a plan, we explain too much, and we cry. Beside the last one, she writes one word: DON’T! I guess just like there’s no crying in baseball, there’s no crying at work.

So, how do I play the game? I will continue to give my best work possible. I will also continue to fight for things that I believe in. I will always be diplomatic, respectful, and sincere. What about you? Do you know how to play?

Marsha

]]> http://www.langevin.com/blog/2009/10/05/the-game-of-office-politics-%e2%80%93-do-you-know-how-to-play/feed/ 2 http://www.langevin.com/blog/2009/08/13/persuasion-for-trainers/ http://www.langevin.com/blog/2009/08/13/persuasion-for-trainers/#comments Thu, 13 Aug 2009 11:07:20 +0000 Alan Magnan http://www.langevin.com/blog/?p=651 Have you ever felt like implementing best training practices is like swimming up a waterfall? It’s not unusual for us to get a lot of pushback from managers when we’re trying to use better processes in our business. Some of the most commonly rejected practices are needs analysis, task analysis, and evaluation that go beyond end-of-course surveys. We often hear the following responses to these great ideas: “We don’t have time for that.” or “We don’t need to go that far in this case.”

Howard Aiken, a computing pioneer, had some insight on this problem. He once said, “Don’t worry about people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s throats.” Here are a few techniques that can help you to help your organization.

Adjust Your Expectations

We’ve seen too many movies where someone presents a rousing, heartfelt speech. The inspirational music cues up, and the camera angles show the depth of the interaction. In the end, the good guy wins the day. That just ain’t real life. Don’t expect to win someone over in one conversation. Plan a series of chats revolving around your idea. It may take weeks or even months to work up to your actual pitch. People need time to warm up to a new way of doing things.

Leave Ownership of the Idea Open

Don’t present your suggestions as your ideas. People often find themselves having to abandon their point of view or defend it in those cases. Open with where you first came across the new process. Share what you’ve read or heard about it. Don’t give them the impression this is your idea. This is an industry idea. Just leave it at that. Don’t even ask for a response. Just work it into the conversation and leave it at that for now.

Present Options

This is an old persuasion trick. If you present your idea on its own, people have two choices: accept it or reject it. But if you present multiple ways to implement your idea, the choices become: accept option one, option two, option three, or none of the above. You just increased your odds of acceptance from fifty percent to seventy-five percent. Many people argue that you actually double your chance of success with this little trick.

Present Outside Evidence

If the idea you’re pitching really is a good one, there must be some material written about it. Find articles in magazines or posts on the web. Find anything written down that supports this new approach. Print or photocopy them and pass them along. You can stick notes to them with something like, “This reminded me of what we talked about last week.” Spread these over time rather than one big pile of “evidence.” The point is to subtly show how that idea is embraced by others, not just you.

Socialize Your Idea

Don’t just build your plan around convincing the decision-maker. Use the ideas above on other people who work with that person. While it’s still just a harmless train of thought, people will hopefully chat about it when it’s relevant. The best case secenario would be for them to end up talking about your idea even when you’re not around.

Present Your Idea Backwards

At some point you’ve got to “make the pitch.” This means presenting your idea, explaining its benefits, and trying to seal the deal. A better order is to explain the benefits first. Relate the benefits to business goals. Connect them to the things that matter to the decision-maker. Then bring up the process they’ve already heard about from you and hopefully from others. Be ready to make very clear links between this new process and the business outcomes and benefits it will produce.

Reduce the Risk

Now for the closer. Make it easier to say yes. Pitch your idea on a small training project as a pilot of the new process. Explain that this is a chance to “try it on for size.” If your decision-maker has the impression that this isn’t a permanent commitment, the element of risk may be less intimidating. Then give everyone involved a chance to make the ideas their own. Close with something like, “Can we adapt this process to our way of doing things?” If they answer, “Yes…” then you’ve just closed the deal!

Closing Thoughts

If managers have ever said something like, “We already did our own needs analysis, just design the course for us please,” it may mean one of two things: They are expert training needs analysts, and really have a handle on the situation, or they just brushed you off. If it’s the second option, you need to walk the long path of persuasion. The ideas above require patience, planning, and research. For the really important things trainers should be doing, they can make a huge difference to the organization. Here’s one last suggestion: Take heart. Don’t give up after the first rejection. Keep at it. As Mark Twain put it: “A crank is someone with a new idea, until it catches on.”

Alan

Soft Skills

When I researched the term “soft skills” I discovered it no longer means what it once did.  Years ago it was assumed that “soft skills” referred to skills that were more or less intangible – person-to person.  However, the current definition in Wikipedia states: “Soft skills” is a sociological term for a person’s EQ (Emotional Intelligence Quotient), which refers to the cluster of personality traits, social graces, communication, language, personal habits, friendliness, and optimism that mark us. Soft skills complement hard skills (part of a person’s IQ), which are the technical requirements of a job.

Is this what most trainers think of when they hear this term?  Should trainers continue to use a term that does not adequately describe the training taking place?  Perhaps calling them “interpersonal skills” is more accurate.  Wikipedia provides the following definition: “Interpersonal skills” refers to mental and communicative algorithms applied during social communications and interactions in order to reach certain effects or results.  The term “interpersonal skills” is used often in business contexts to refer to the measure of a person’s ability to operate within business organizations through social communication and interactions.  Interpersonal skills are how people relate to one another.

Smiley Sheets

Another term that may minimize the validity of our training is “smiley sheet.”  The term suggests a light, happy, or fluffy evaluation of a course.  When we use the term “smiley sheet” do we unconsciously devalue the importance and effectiveness of a “Level One Eval?”  The information gained in these evaluations shows us the areas for improvement that will make the courses more meaningful for our clients and ultimately increase their satisfaction.  Perhaps we should be using the more accurate and descriptive term like “Level One Evaluation” or “Course Evaluation” rather than “Smiley Sheet.”

As trainers, we sell ideas to our learners in the classroom as well to those in management who fund our training initiatives.  Shouldn’t we be aware of what these terms are saying about the quality and effectiveness of training? Can you think of any other words that minimize our effectiveness and the validity of our training?  Let me know.

Langevin Team