Author: Jack Shaw

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Customer Service Answers You Can’t Do Without

Customer care service on a call with a customer

An image with a call center agents wearing their white uniform doing a customer service answers.

Today’s customers are emotional and want to blame someone. We may not be able to fix the problem ourselves, but we can help; the big problem is getting them to listen. We know what makes great customer service. We know what keeps customers coming back. Unfortunately, it’s not one thing that matters in a tough economy but everything.

Customers come to us angry and frustrated, but powerless.

They are also confused, disappointed, vengeful, hateful, hurt, and even arrogant to bully an answer out of us. In return, we find ourselves feeling the same way as we deal with them, but there is a difference: we can help. Ironically, it’s that simple understanding we’re going to need to train in most cases. It’s not that people don’t care, but that they don’t know when it’s okay to express caring. If those same customers come up against a machine, the irritation level goes up astronomically.

When we turn customer service into an automated system, we up the ante on frustration. We already know that. We cringe when we hear the system kick in, but companies put in the systems anyway because it saves money–not realizing we are already resenting the company. Some companies are still convinced that good customer service skills mean giving customers the answers they want and you’re done. There’s nothing more to be done. Not in my world, and I hope, not in yours.

Call center agents doing customer service answers

What can we do about bad or “unfeeling” customer service? Training, of course. You could stop and say, we just have to hire certain personalities who can “deal.” It’s certainly helpful, but organizations don’t always think like us. You can hire or move previous customer service experience workers with ready answers or you can hire someone with a script who can either give a standard answer or refer to others who will get back to the customer. Which is the better option? The cheaper option is the latter. The former can be better at giving out the right answers. However, both may be lacking in what it takes to satisfy a customer.

Customers may have received the correct answer from the company’s point of view, but not in their own mind. So, is it acceptable for the customer just to go away angry? As a regional customer service manager, I have six states and six state customer service managers who may have already tried to deal with the customer’s problem, who most likely even told the individual exactly what he or she needed to do to resolve the said problem, but the customer is fishing for the answer he wants. Sometimes they do go away angry, but they may not be as frustrated; sometimes customers even thank me although I was no concrete help at all. They are thanking me for listening and trying to help them resolve their problems–even though I, too, was powerless to do so or had to tell them an answer they didn’t want to hear.

We are all good customer service folks who want to be empathetic but sometimes can’t take too much time to do it properly. Company rules. Too much time spent talking means too little getting done elsewhere. You know those other duties. The big topic on my email this morning. Actually saw several variations promoting training for Smoking Cessation. Now, there’s a hot topic! No pun intended. Management’s idea, of course, is that employees are spending too much time smoking instead of producing–oh, and it’s bad for your health. So it really sounds like employee support, too.

You know the story–that one disgruntled customer means many more lost customers. We give various numbers to back that up, but we know it’s true. However, that customer doesn’t have to be disgruntled, although they may not be totally satisfied. Not only can that negative situation go away, but it also can go completely the other way. “I didn’t get what I wanted, but they seemed to really care and would have taken care of my issue if they could.” That’s not a bad message to send.

With training, you can pare down what you need to say and still maintain the rapport necessary for a positive outcome. You can set the agenda, and achieve buy-in and positive outcomes because you have done your job. I’ve been a crisis manager for more than 10 years and “putting out fires” for many more than that. I am a customer service manager. I don’t like to give the bad news but I have to sometimes; I don’t like to be yelled at, but I know what it feels like to be a customer. Even if you are pressured to cut down the length of the calls, shorter calls can still be done with respect for the customer and common courtesy.

With training, you can pair down what you need to say and still maintain the rapport necessary for a positive outcome.

I’m sure there is a shopping list of things you should and shouldn’t say to an irate customer, but we don’t have time here to list them all. Instead, I’ll try to provide some good links to get a start on the whole story. Right now, the real problem is getting customer service programs that serve the public without pissing them off. Please forgive my language, but my sense of the dramatic does get away from me in moments of passion.

I’m sure if you are a customer service trainer you include in your training the way to address customers, not just how to find the information and ladle it out.

This includes active listening, showing empathy and genuinely trying to help.

Automated systems are designed to keep you from a person–and so are websites; however, they do serve a useful purpose for solving really basic problems. Bottom-line. Some customer service systems that save money are designed to keep people away from other people. Have you noticed public chat groups that seem to evolve over a need to have questions answered by a person, especially those customer service interview questions hard to get answered by the company? Even chat sessions have references while you are waiting for a person to “chat” with about your problem, and there are FAQs and a web page full of help. An intelligent person has already looked and resorted to “chat” where the answer was not so obvious. The chat person gained a friend because even in that little box was the tiniest amount of empathy for your problem. A little goes a long way.

This is the one time, “it’s out of our hands” or “it’s not my job” should come out of a professional’s mouth.

Here are my thoughts, for what they are worth. To get the most out of customer service:

  • Use people who know what they are talking about.
  • If not available or affordable, use people who really know how to talk to people.
  • Train these people, following the advice given by professionals on how to deal with difficult people and situations.

I get so many calls reflected back from the field to me because someone who should have been able to handle a situation easily at the local or state level could not put customers at ease, show them some respect and tell them what had to be done, and what else the customer could do if they were not satisfied. It’s an easy way to deflect what a great customer service representative doesn’t want to do.

That’s why training customer service people with the communication skills needed to do the customer service job interview is just as important or more important than the product subject matter itself. Talking to people may not seem as profitable in some circles, but as the public gets more and more fed up with the lack of good customer service answers, it will affect what products they purchase. There’s nothing like affecting profit margins to achieve a change in policy. I have a few names on my list already–and these are companies I respected. When I needed them, they were hard to find–if nothing else. So, it appeared they were only interested in my money.

  • Tell people that whatever customer service role the staff tells you is probably what they can deliver in their jurisdiction or charge; if there is a higher option, they should give the customer that, too.
  • Tell customers to write their Congress people if it is legislation that needs changing.
  • Tell them the process of how to address the issues they have as best they can.

A situation may involve multiple agencies or other solutions not even remotely related to what you or your company can deliver, but tell them what you can. If you don’t know for sure, tell them that, too. At least you will be given credit for trying. There is no real reason why not to do it. Person to person. It’s no different than telling a customer the product they really want is available elsewhere. You lost the sale but gained enormous respect. Why have customers write letters, emails, and phone time and time again and never get to the people who can help? Your company and mine will keep hearing from them if the problem is unresolved.

All the customer service professionals I know are in agreement that “it’s out of our hands” or “it’s not my job” should never come out of a customer service rep’s mouth. Instead, offer suggestions of where the best referral can come from–even if what you are doing is guessing. Tell the truth–always. If it is a guess, tell them so. You’re human and you’re trying to help. There is a limit to the type of information to give. You don’t want to be seen as their confidant and champion for all things in life. Actually not even this, so try to control the conversation so it stays focused, but stay human.

Finally, I said I’d list some links for dealing with “difficult” customers. I didn’t have time to screen each one, but it’s a start. I may come out with my own later. I do like the attitude of the first one which says there are no difficult customers.

As I always say, please comment, even if you know we will disagree. I don’t mind. I’ll probably ask you to friend me on LinkedIn. I don’t have the lock on answers. I’m reacting from more than 30 years of working in the fields of training and development (especially delivery and development), and communication–most recently in customer service jobs. These are all areas I feel passionate about. By the way, I do train and develop customer service programs. Check out my website, if you feel inclined. I’d appreciate it. Always looking for a challenge and my next project. My place or yours. Have an Affair to Remember. I guarantee training results.

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For more resources about training, see the Training library.

For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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Training To Prevent Cyber Attack

three-hackers-hacking-a-computer-system.

“No one felt safe from anyone anymore. Many more millions died as brother turned against brother in the War Against Terror, and countries turned within, no longer wanting anything to do with the rest of the world; their world was enough. Then the terrorists exacted their revenge and used the Internet, the one link some countries still had to the outside world, and caused global-based economies to fail and countries to fall apart.

“Scientists glimpsed a doomed planet. Ineffective population controls spelled disaster for the entire world. Billions died in famines. Hundreds of millions died from air and water pollution. Still more millions died from criminal violence in their overcrowded neighborhoods. Surprisingly global warming and rupturing the ozone layer in the earth’s atmosphere never created the disasters that scientists had been predicting for the last century. For once, politicians were willing to listen to the scientists, who thought computers could do a better job running the world.

“Even though democratic governments were willing to give up governing themselves in order to feed the people, it was too little commitment, too late.” — In Makr’s Shadow

The above quote is from the Prologue of my science fiction novel, which isn’t out yet; I hope to finish final editing this summer. This isn’t a promo for that book, but rather an ominous look at something that concerns all of us, not only as trainers, but I think as members of the human race. I do mean to be dramatic for a reason; it’s important. Those who know me know I can be a sarcastic cynic at times or poke fun at what I think needs a nudge toward reality. This is my reality moment.

The idea is to be ready for the next war, but I don’t think we are.

We used to have a saying in the military, and I think we still do, “we train for the war we don’t ever want to have.” But who can predict the future? The idea is to be ready for the next war, but we have no idea what form it will take. I am surprised to learn there are people out there at least trying to figure that out. Still, can you train for that any more than you can train to read minds?

I ran across a Mark Twain saying, “History doesn’t repeat itself, but it does rhyme.” Interestingly enough I saw it used when talking about fighting cyber attacks, and it makes perfect sense. In a special issue of Government Executive, an article called the Wrong War by P.W. Singer and Shachtman who said, “The insistence of applying Cold War metaphors to cyber security is misplaced and counterproductive,” make perfect sense. We have a tendency to fight wars like the last one we fought. What it seems we are just learning is that it doesn’t work very well. I don’t think this is just us silly Americans; the whole world has experienced this for ages. After the war starts and the fighting begins we realize our error and look for different ways to fight. The side that does it best is usually the victor. We always never want a war like the last one, and yet we always fight it the same way as the last one. Even the war against terror, we’re trying to fight as a conventional war with rules. One day, we’ll get it or we already have and folks are working in ways we are thankfully unaware. Well, now we have a war we are trying to fight like we did the cold war.

…that doesn’t begin to cover the magnitude of cyber espionage possible in both corporate business and government…

While all wars and death are bad, the annihilation of entire civilization on this planet is worse. It is possible and people are at this minute trying to do just that, and for what money, power, revenge–all the usual stupid precursors of war. This war is being fought now. Although there exists a distinction between an “exploit and attack” that revolves the use of a malicious action cyberspace. An attack is equivalent to use of force with conventional weapons and the serious loss of lives and destruction; an exploit is less deadly, but crippling in another way–economically. Financed by countries, there have already been two genuine cyber attacks used in such a way as to bring a country’s defenses down, according to James Andrew Lewis who writes about the threat: when a “virus destroyed critical equipment in an Iranian nuclear facility and when “Israel reportedly crippled Syrian air defenses during a raid on a suspected nuclear facility.” These are dangerous times.

And, that doesn’t begin to cover the magnitude of cyber espionage possible in both corporate business and government, let alone criminal identity theft for the purpose of stealing just your money, but who you are.

For once, Hollywood, isn’t far off.

For once, Hollywood, isn’t far off. Remember the “fire sale” in the last Die Hard movie, when cyber criminals literally took control of computer systems running, not only our infrastructure, but also the power grid? We could write several books on the subject but let’s stay closer to home. I think I’m scaring myself.

The need for cyber threat and cyber security trainers is qreat. Countries are doing what they can to develop stronger regulatory laws and hire the experts to ensure the safety of the Internet and their own internal electronic systems, security companies are looking to develop innovative ways to help. Training, of course, is always at issue. At all levels, not just government, small and large business, corporate conglomerates, International companies, non-profits, and individual finances, the toll of any breach of security can be staggering.

  • One pair of cyber criminals made $2 million in one year from “click” fraud (not sure what that is but I see people hacked everyday on Facebook),
  • the FBI reported cyber criminals made $72 million from people paying to remove phony malware from their systems.
  • A gang in Russia robbed $9.8 million from a U.S. bank over a Labor Day weekend in 2008.

It is reported that million dollar crimes like these happen everyday, but are “rarely reported.”

While there are experts out there training cyber specialists and “hackers” to beat the cyber criminals, that’s not to say they couldn’t use our help in addressing this problem in our training. We talk to a company about training needs. Even if we aren’t doing the actual cyber security training, see if it doesn’t help to remind the workers we are dealing with, especially whose job is to deal with the cyber world directly, that, as cool as this is in the movies, it is a very real threat to our existence. I think companies will appreciate we understand the world we and they share. In my book, the result after the terrorists bring down individual countries, people are so tired of war that they give up and turn everything over to the winner: the cyber world to run the world. Let the cyber servers determine what is needed to save the world from itself. Then, try and get it back.

Did you know there are only 50 Internet providers that account for all the infected computers worldwide? We thought the world was small already. And, the threat is evolving everyday, and so must we, or lose the battle.

I Googled a few folks who list themselves as trainers and cyber specialists who can fight this cyber war, but I would caution anyone to look as deep as you can at any organization listed on the Internet, especially in this arena. No offense to the companies waging the war, but they should know better than us that the threat takes on the images we trust the most. I also included some government agencies like Homeland Security. So, here’s the list:

And, the threat is evolving everyday, and so must we, or lose the battle.

Finally, just my thoughts on a topic of concern to everyone. I often talk about how we are so busy we sometimes forget to do the basic or obvious. I try to remind you–if I haven’t forgotten myself. Easier yet, I think to forget what’s invisible. Let’s not.

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For more resources about training, see the Training library.

As always my opinions are my own. I welcome your comments, ideas and extra information. I’m always willing to learn. I write about people mostly–training, working, communication here, but also on the arts on my website. I am a speaker and trainer. I try my best to motivate others to learn what’s important in your world or mine. I am available at your convenience. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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Training Definitions and Terms

A-trainer-using-session-as-a-means-to-train
Searching for information just ain’t what it used to be. But you knew that already.

I said in my last article I would give you a few training definitions. Well, as you know, the internet is full of definitions. Below are some that best fit our purposes. I wish I could take credit for them but I can’t. Meanwhile, I think the definitions are simply put and easy to understand. Keeping it basic is important. I’ve saved links to other sites for more involved and specific definitions, for example, ASTD’s E-learning Glossary, and another online training site. Below is a glossary of common training terms from another site:

  • Active Learning — A learning principle that says participants learn more when they are actively involved in the process. Remember the saying “we learn more by doing”.
  • Agenda — A list, plan or outline of things to be done before, during and after the training. An agenda is the road map that will lead to the achievement of the learning objectives. Everyone needs a plan and wants to know where you are leading them.
  • Anecdote — A short story used to help illustrate a point.
  • Audio-Visual Aids — Training or educational materials directed at both the sense of hearing and the sense of sight. Materials that provide pictures and/or sounds to assist learning or teaching. Flip charts, overhead transparencies, graphical presentations, computer-based presentations, chalkboards, slide presentations, videos and films are just a few examples of audio-visual aids.
  • Brainstorming — A group method for collecting ideas and suggestions from the participants. This technique is used to problem solve and collect information by stimulating creative thinking through unrestrained and spontaneous participation in discussion.
  • Case Study — A technique where the participants are asked to investigate a situation or problem and report their findings, causes and/or solutions. Participants gather and organize relevant materials and report their findings.
  • Checklist — A list of relevant items to be considered when preparing and conducting a training program.
  • Competent (Competency) — Possessing sufficient or suitable skill, knowledge or experience to achieve a specific objective. For example: She is competent to supervise the carpet cleaning operation in our building.
  • Competency-Based Training — An educational process that focuses on specific core competencies that have been clearly defined.
  • Computer-Based Training (CBT)— Refers to learning that is conducted using a computer. This includes interactive CD-ROM, the internet and computer software. CBT uses the power of the computer by integrating sound, video, animation and text to allow the student to interact with the computer to learn and remember.
  • Conference — A group of people who get together to exchange information and ideas on a specific topic.
  • Constraints — These are the things that might hold the audience back from doing what you want them to do or from learning what you want them to learn. It is important to anticipate these constraints and be prepared to handle them.
  • Contract Learning — Also known as self-directed learning. It is a relatively new concept to trainers and learners. It allows the learner to select the topics or competencies they want to learn.
  • Core Competencies — Those things that are essential and “must” be learned for an individual to accomplish the primary objectives of their job. The central, innermost or most essential part of what the trainee must know to do their job effectively.
  • Core Curriculum — A curriculum in which all or some of the subjects or courses are based on a central theme in order to correlate the subjects and the theme.
  • Course — The organized body of information or curriculum that will presented to the students.
  • Curriculum — The course of study given in a school, college, university or educational program.
  • Demographic Information — Things like the size of the audience, location of the presentation etc. may influence the effectiveness of the training.
  • Demonstration — A method for showing participants how to do a specific task or skill.
  • Discovery Learning — Students learn by doing and experiencing, rather than relying only on the instructor.
  • Evaluation — Testing and comparing results.
  • Exercise — A structured experience in which the participants are involved.
  • Facilitator — A trainer who lets the group become responsible for the learning outcome. A facilitator helps the group learn by controlling the group process and allowing the group to work through problems and solutions together.
  • Feedback — Constructive information provided by the participants and/or the trainer.
  • Field Trip — A trip to a location outside the classroom to assist in learning more about a specific topic.
  • Fishbowl — A group process using a discussion group and an observer group.
  • Flip Chart — An easel with large sheets of paper for presenting or collecting written lists or ideas.
  • Games — Discovery exercises where participants learn by experience. The rules for games should be clearly defined for all participates to understand. Competition should be controlled so that all participants feel like winners at the end.
  • Handouts — A written summary of the presentation that is distributed to the audience before, during or after the presentation. Handouts will reinforce important information, summarize action items for the audience to follow up on and supply supporting data you don’t want to clutter your visual aids.
  • Icebreaker — A quick game or exercise designed to get participants settled or mixing with each other.
  • Instructor — The person who teaches, trains or instructs an individual or a group of people.
  • Involving Question — A question asked to the audience to involve the group and learn what they are interested in learning about.
  • Learning — Knowledge acquired by systematic study in any field.
  • Lecture — A one-way communication from the lecturer to the group.
  • LCD Projector — Electronic device that projects a computer image onto a wall or screen. It connects directly to a computer (typically laptop computers) to provide a professional looking presentation.
  • Main Idea — Have you ever heard the saying, Tell them what you’re going to tell them — Tell them — Then tell them what you told them?
  • Motivation — A learning principle that says participants learn best when they are motivated. The material must be meaningful and worthwhile to the participant not only to the trainer.
  • Multicultural — Mixed races, nationalities or cultures.
  • Multimedia – Information in different formats including text, graphics, sound, video and animation to support computer-based applications.
  • Multiple-Sense Learning — A learning principle that says that learning is far more effective if the participants use more than one of their five senses.
  • Needs — There are two kinds of needs when training a group: 1) What the group thinks they need, and 2) What the trainer thought the group needed. It is important to resolve any conflicts before beginning the training.
  • Networking — Getting to know other participants and learning from them.
  • Objective — A statement communicating the specific goals to be achieved.
  • Observer — Someone who watches a group process and gives feedback on it.
  • Overhead Projector — Electronic projector that projects overhead transparency images onto a wall or screen.
  • Overhead Transparency — Sheet of transparent film with information written on it. It is used with an overhead projector.
  • Participant — A person attending a training program or involved in any group process.
  • Piloting — Testing something before sending it to the target population. Questionnaires and examinations are normally piloted before they are used.
  • Quotation — Direct quotes from credible people or organizations to help support your training concept.
  • Recency — A learning principle that tells us that the things that are learned last are those best remembered by the participants.
  • Reinforcement — Encouragement or praise given to participants to keep their interest or increase their motivation.
  • Relevant — A learning principle that tells us that all the training, information, training aids, case studies and other materials must be relevant and appropriate to the participant’s needs if they are going to be effective.
  • Rhetorical Question — A question asked to the group with an obvious answer. This device is an excellent way to get the audience’s attention.
  • Role-Playing — An acting out of specific situations in front of, or with, the group to demonstrate ways to handle specific situations or problems.
  • Self-Directed Learning — Participants take responsibility for their learning and learn-at-their-own-speed. Computer-based training is an excellent method for supporting this type of learning.
  • Seminar — Any meeting for exchanging information and holding discussions. Sometimes these are problem-solving sessions where the participants have similar needs or problems identified.
  • Session — Any single presentation that deals with one specific topic. It may last from a few minutes to a few days depending upon the subject.
  • Shocking Statement — This type of statement will help capture the audience’s attention and elevate their interest in the subject.
  • Simulation — An exercise designed to create a real-life atmosphere.
  • Skill — A complex sequence of practical activities. A practical demonstration is essential when you are teaching a skill. Turning on a light, plugging in a vacuum cleaner, washing a window are examples of skills.
  • Standards — A rule or principle that is used as a basis for judgment. A road map that provides guidance and direction to lead us to an established objective or goal. Standards define the level of quality expected after an area or object has been cleaned. Standards represent the “measuring sticks” used in establishing productivity and performance guidelines.
  • Survey — A process of gathering information to determine whether or not there is a training need. They are often used to collect information related to a Training Needs Analysis.
  • Team Building — A training program designed to assist a group of people to work together as a team while they are learning.
  • Test — A way of determining a participant’s level of knowledge, skill, expertise or behavior in a given area.
  • Trainer — The person or media that trains, instructs, teaches or informs an individual or a group of people.
  • Train — To make proficient by instruction and repeated practice, as in some art, profession or work. To discipline or instruct as in the performance of tasks. Designed to impart efficiency and proficiency. To prepare someone to accomplish an objective, task or job.
  • Training Aids — They are aids to learning and not a crutch for the instructor to lean on, or something that is used too much.
  • Training Need — The difference between what the employee can do now and what they are required to do in order to carry out their job effectively and efficiently.
  • Training Needs Analysis — A training needs analysis is the method of determining if a training need exists and if it does, what training is required to fill the gap.
  • Values — Answers the question, what is important to the group? Different organizations have different value systems. Even different departments within an organization can have different values.
  • Video Clip — A short section of video to visually help the participant learn.
  • Visual Aids — Supportive visual information used to enhance learning. The purpose of visual aids is to arouse and maintain interest, simplify instruction, accelerate learning and improve aid retention.
  • Whiteboards — A smooth white-surfaced board that can be written on with a special whiteboard marker.
  • Workshop — Training program where the participants learn by doing and interacting.
Ideas come to us from around the world. No longer are limited to the public library.

Of course, that’s the easy part–defining what it is. Harder still, is doing it. Training, that is. If you take a look at the categories listed on this Training and Development blog site, you’ll see a list of categories that we could take one at a time and write several books on the topic–and that has already been the case; however, in this electronic age of information, we are able to gather specific bits of what we need to do the job.

We go to school to get the books, or we go online. Check out each of these categories and Google them if you haven’t found enough information on the category. The categories can be basic as well. There is such a thing as a simple assessment or training plan as well as a comprehensive ones.

If you are about to undertake (with no experience) a training assignment, it may be time to do more research than the web, but the web can only get you started. I hope that my comments here can get you thinking in a workable direction for what your organization needs. It still makes sense, if possible, to find a consultant like me 🙂 or someone else you can help. It never hurts to ask what we offer. You may learn the job is small enough you can handle or maybe you ought to re-think or ask the boss to re-think the company’s position.

Training done well is full of great return. Done badly, it is not only a waste of money, but it can do irreparable damage. Large and small training companies have advantages and disadvantages depending on the job. Some training companies specialize in certain kinds of training. Decide what is right for yours. Make sure it’s a fit for both company needs and budget. Sometimes you get what you pay for, but sometimes you don’t need all the bells and whistles to get the job done well.

Of course, most trainers will customize. Sometimes that may be with pre-packaged materials, which also cost. There a host of tools and exercises that can help you design, develop, deliver and evaluate the training you need to do. Funny thing, your company has a niche and so do we.

Simple words of wisdom. Don’t speak until you listen first.

My niche is as you see, pretty transparent. I y’am what I y’am. I look at formal training somewhat askew. Why? To make it real. I live and breathe it. I believe when people want to learn, they will, and if you give people what they need (and it’s not as much as you think…a little self-esteem) they’ll reward you with effort, expertise and creativity.

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For more resources about training, see the Training library.

I spent years as a trainer at a national level, more years as a communicator, and a lot more time as a writer. My background in psychology and theatre doesn’t hurt either when it comes to translating what needs to happen to make a company a more functional and less dysfunctional family. I started with Animal Learning–the basic of basic and the first thing you learn is meeting the needs of your subjects to get results. I’m available for consultations, training development and training delivery. Check out my website for more information. I guarantee training results. Just ask me how. You can also check out my T and D article here on the subject. As always the advice is mine alone and my responsibility. I hope it is at least as useful as the definitions. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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Training for Survival: How to be the Fittest in Today’s Economy

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With the title of this article, there should be no surprise that I have been reading a book or two that echo the words of Charles Darwin. I have, but not a scholarly book. Still a significant book when we consider the topic of man and survival. Yes, I have been reading Tarzan of the Apes and the several that follow it. I read all the Tarzan books as a kid, but I am struck now with re-reading them (not all 26) as they were intended in 1912 onward. I am struck by Edgar Rice Burroughs‘ misconceptions and misinterpretations of the world from a current perspective, but at the same time look to the novels to see what relevance they have in today’s world. In all fairness, Burroughs was a reflection of the times as well and was writing what he knew to be the truths of his age.

By not specifying what we want, are we setting them loose in the jungle and saying, survive? It happens all the time.

I look at what I see and evaluate all kinds of performance, including literature, drama–and work results in today’s environment in terms of original intention. Hopefully, you’ll see the application this has for work performance.

As employers, we have a job to be done. We have expectations for the result (the original intention). What we have left is the performance. How is it different? Is it good or bad? Is it perfect? Can it be better? Can we train someone to do a better job than they are? Can we make them do it faster?

Here’s where we come back to Darwin and Burroughs. Do we want our people to be more creative in doing their job? Do we want them to adapt? Is this all part of the original intention? Are we trying to mold people to the work or work to the people? By not specifying what we want, are we setting them loose in the jungle and saying, survive? It happens all the time.

Burroughs’ Tarzan (please forget the ones in the movies) is set loose in the jungle as a baby and raised by apes, but it is his “superior” breeding and predisposition to be superior among his brethren in the world that makes him into an extremely adaptable superman. When confronted with all the dangers of this world, we find Man plus beast equals Man better than civilized man. How better: character. To the early 20th Century reader, this made perfect sense. After all, it is the civilized world with all its complexity that creates situations and temptations for Man to veer off the God-given right to be superior and become evil. Admirable character, inherited by birth, ruined by civilization. Some odd juxtaposition, but it makes sense knowing the time it supposedly took place. Modern audience’s love Tarzan’s struggle between civilization and the jungle, while audiences of that day in which it was written loved his character struggle between being a gentleman and being a beast. The savages have a simplistic code: fight to stay alive, fight for power, fight for the right to procreate. Character is simple, and the ability to survive depends on courage, strength and the ability to adapt.

Our ability to survive in this jungle economy is with courage, strength and our ability to adapt.

We have just been hit with a double whammy of an economic situation. Employers are hesitant, trainers are, too, wondering how to approach those same employers and solicit work. For what it’s worth: we, too, need to keep it simple. Our ability to survive in this jungle economy is with courage, strength and our ability to adapt.

Tarzan seems to have a simple attitude toward others, trusting at first until there is reason to distrust, and by then we are thrust into another adventure. For us, we can’t afford to wait for another adventure. This is not a book of fiction so the survival factor is real.

This economic jungle has made us distrustful of everyone. Customer service is horrible as people expect the worse. Leadership is resigned. Management is waiting for the axes to fall. Training is falling on deaf ears. “Let’s wait until the economy is better,” companies are saying. That’s not the answer.

But we are crafty, we say, let’s get a jump. Let’s be ready for the prosperous times ahead by training our people and being on top of our game. That does sound good, doesn’t it? I won’t argue it. I hope it works.

Meanwhile, maybe Tarzan the Ape Man has an answer for us. I alluded to this in my last article, Training Character. What is the difference between the Ape Man and civilized Man? Moral character learned from both and an understanding that there are no shortcuts to character, no variations of what’s right and what’s wrong. To the savage, there is a choice of survival, and making the right choice is as important or more important than having the courage to fight. If you can’t adapt, you die.

We, too, must adapt or die. Maybe we’ll just stagnate. Is it worth the risk? Adapting doesn’t necessarily mean cutting jobs; perhaps, increasing them or changing them makes sense. Ask others for input, from inside the company and out. Maybe the people who have seen other companies in similar situations have also seen the solutions that made them succeed when others might fail.

Training can motivate at a time when we look loss in the face. Tarzan does something else we can admire; he doesn’t sit still. He is forever confronting and evaluating his jungle–even when it’s not his jungle. He is sniffing out dangers and opportunities to get what he needs to survive. He doesn’t wait unless he is sick or wounded and he has no choice. Don’t you.

Some trainers may take umbrage with this last thought. The training doesn’t have to be about change. I think it can be about anything. If not performance, why not professional development. When times are bad, people do think of themselves. Company loyalty is balanced only by how desperate someone feels for the security of his or her family. Offer them a chance to help, to be a force, to have courage and the will to fight for the company, they’ll be there if you think of them, too.

Company loyalty is balanced only by how desperate someone feels for the security of his or her family.

Show you have the character, and they’ll show you theirs. Positives have a way of making it to the market. If happy at work, feeling secure, employees will send those feelings to their neighbors and you will reach the markets. It won’t be long before you are out of the jungle.

This is yet another article where I have promoted ideas instead of process, methods and assessments. My next will definitely be more substantial. How about a list of definitions used in our training world? It always helps to speak the same language–especially when what we do is so universal. Just look at the front of this website and see the translation widget. Or a how-to? People are always looking for shortcuts with links. I’ll see what I can do.

Finally, I hope I haven’t misread the intention of the Tarzan books and haven’t bored you with my attempt to make connections. Think of any disaster, any life or death situation, character helped people survive. I love tales of survival because they are filled with courageous actions, perseverance, loyalty, integrity, and other ideas that make good people tough it out. Maybe I’m old fashioned but a business with a heart, with character, gets my vote every time. Especially when times are tough. Maybe I’m not alone.

However, I am alone in that this is a product of my mind and no one else–save Edgar Rice Burroughs and Charles Darwin. My other mutterings can be found on my Cave Man Training and Communication website, and you can even follow me on Twitter. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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For more resources about training, see the Training library.

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Character Training

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Does there ever come a time when we come back to reinforce character development? Perhaps with young leaders-to-be.

One thing that I’ve noticed is, that no matter how hard we try as trainers, the results are limited to the character of our trainers, trainees and managers. What if we could depend on character to make our training a success. The only character we can depend on is our own, and if we are truly honest with ourselves, maybe it too is suspect. I suppose I awoke a bit negative in my thinking as I searched for a topic to talk about in training. I just started thinking that no matter how hard we try in some instances people will not change. We attempt to change attitudes of people toward certain ideas, but even those attitudes change given time as newer experiences and other people weigh in with their influence and opinion. Right or wrong. It doesn’t matter.

What does this mean for the training and development arena? Not much unless you are focused on the whole as I am. I’m not sure I’ve built a box to put myself in. On the other hand, if I am totally honest, maybe I have, with my ideas of what is right and what is wrong, with what I think effective training is, with what I think is its value to society.

Take a minute to reflect on those same points and how you reflect them in your business. With talented and bright people, there is always the possibility that their enthusiasm can be taken for arrogance. The word itself is telling: an arrogant person is sometimes as bright or talented as they think they are. If they aren’t–if they can’t deliver what they promise, we disregard them. They are their worst enemies.

Our character, and I’m talking about moral character, very obviously influences our business client’s perception of who we are regardless of their character. Wikipedia in all its brief wisdom tells us a lot of what we need to know in this rush to judgment world:

Moral character or character is an evaluation of a particular individual’s durable moral qualities. The concept of character can imply a variety of attributes including the existence or lack of virtues such as integrity, courage, fortitude, honesty, and loyalty, or of good behaviors or habits. Moral character primarily refers to the assemblage of qualities that distinguish one individual from another — although on a cultural level, the set of moral behaviors to which a social group adheres can be said to unite and define it culturally as distinct from others. Psychologist Lawrence Pervin defines moral character as “a disposition to express behavior in consistent patterns of functions across a range of situations.”

As trainers we are concerned about getting the right information, generally to aid in performance, which in turn aids in company productivity or in some way covers a government mandate, i.e., safety issues. In Leadership training, we want to identify positive character traits and promote behaviors in others that will enable them to lead the company. Is it possible to change who people have become after years of those characteristics being ingrained by experience? People do change, according to the optimists. People do not, if you’re a pessimist.

I’m leaning toward the dark side. I think we have limits. We need to accept them. Understand our change to others behavior is limited. We can hand out knowledge and hope that is put to the use intended. That is our plan, and we stick with it.

Does there ever come a time when we come back to reinforce character development? Perhaps with young leaders-to-be. Now, that’s a thought. Start them young and see where they go, and come back and see what they’ve done with that training. You could call it a simple follow-up because I don’t think many in this business would do it unless it had some measure of profit. Now I’m not saying we are not altruistic, but we have to live, too. It is a reality I accept. As I said earlier, I’m kicking around ideas. I’ll come back probably later today or early tomorrow with something more substantive than an idea, but if we could prove such a concept has some value to the company, who knows where it will lead.

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For more resources about training, see the Training library.

My disclaimer is always that these are my opinions and thoughts alone. I hope in many ways we agree. If we don’t, let’s learn from each other. Please comment here or on my website, “Have Yourself An Affair to Remember.” If you have a training related topic and want to be a guest blogger, click on the link above and fill out the form. Comment and give us your link. Others may find it interesting, too. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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Trainer as Leader: the Human Factor

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It’s easy to think of the trainer as the leader–at least in the moment, but he or she is a leader in other ways, too–keyed to the human factor that makes the company work and its people resource rewarded and fulfilled. The trainer/leader listens to his audience and works with them. He or she teaches and guides them.

Sensei — It means “teacher or master” but it has an elevated status, something more akin to a leader–certainly a most experienced and learned one.

But who’s guiding and teaching the trainer/leader? Hopefully there is a mentor or supervisor who is aware of the work the trainer does in his department. Just as the leader has certain responsibilities to his people, the trainer also has a responsibility to check the work he or she is doing, and look for ways to improve it. He or she represents the operational side and the human side of the company at the same time–just as a leader, but it’s not as obvious.

The trainer is actually in a better position than the leader to influence workers because he or she is working at establishing a rapport and conveying information that will help them succeed. Spending time getting to know your people (your audience) as a leader is no different. With that comes, getting them to know you as leader. Doesn’t it make sense, the trainer is perceived the same way? Think, “sensei,” in Japanese. It means “teacher or master” but it has an elevated status, something more akin to a leader–certainly a most experienced and learned one.

Today, American business and industry have adapted the Japanese term. Sensei is often used to refer to an outside, third-party expert who coaches or advises on operational and organizational excellence.

Besides taking the glowing evaluations all to heart and blowing up one’s head, there is another simple solution. Leaders who do it constantly put themselves in a state of check–not checkmate, by reflection on how what they do affects others, both good and bad decisions. Just as the training evaluations don’t tell the whole story, neither do company numbers.

According the the Human Services Leadership Institute in its Effective Human Services Leader newsletter, “self-reflection enables you to evaluate your approach on a daily basis and look for opportunities to maximize employee, and department performance.” Why is it important? “Self-reflection is a critical skill used within the helping relationship.”

Self-reflection is one way that leaders can monitor and assess their own performance, and look for ways to improve. For the trainer, the process becomes a self-assessment tool that in one way can keep them from being too impressed with their own “press” and be constantly thinking about what works and what doesn’t with their trainees or charges.

The trainer is actually in a better position that the leader to influence workers because he or she is working at establishing a rapport and conveying information that will help them succeed.

The process for leaders is simple:

  • Be Aware of Your Behaviors
  • Always Assess Performance
  • Be Receptive

Trainers, keep in mind this is your behavior, your performance and your attention.

Be aware of your behaviors lest you forget you have some characteristics you’d like to change that you can change that will make you a more effective trainer. Be aware your behavior is constantly under scrutiny by those in your charge. You are the model right in front of them. They think company; they see you. They think boss or executives, they think you. If you are cold, inflexible, gruff, unpleasant, that is the example you are setting for trainee behavior upon his or her return to work. Does your manner affect your presentation style? Or is it somehow tied to what engages your audience?

You are the model right in front of them. They think company; they see you. They think boss or executives, they think you.

Always assess your performance, regardless of the evaluations. When you look at the evaluations, don’t mistake congeniality for efficiency; you learn nothing by looking too good to be true. Ask for honest appraisals in training. Read between the lines and look for items not addressed. The lack of a response, when there could be one, means maybe they did not want to give a negative response. However, don’t agonize over it all; self-reflection is merely a tool to ensure you are aware of each day’s performance and look for ways to improve.

Being receptive to criticism is key to improvement. Being receptive to praise doesn’t hurt either; it means you’re doing something right. Listening is important. Noting that maybe that’s a skill you could improve on (most of us need to) will gain you many points in the rapport department. Is your style bordering on pedagogy rather than andragogy when you really want the opposite? Are you facilitating learning or teaching subjects?

In the adult learning debate of andragogy versus pedagogy, the role of the trainer as leader is most obvious in the adult learning style, as opposed to the teacher who is viewed in a more authoritative mold. A trainer who works with adults is acting in a leadership role, facilitating self-learning, encouraging self analysis, and setting a standard for self evaluation.

Using self-reflection as a tool to assess the human factor, either for trainee, trainer or leader is beneficial to all.

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For more resources about training, see the Training library.

If your interested, you can find other articles I have written on subjects other than training and development subjects on my website. Leave any comments here or there. Hey, why not follow me on Twitter? For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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Training in The Art of Listening

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After all they are supposed to be listening. For the trainees, it wouldn’t “look”good to their employers if they weren’t.

As a speech coach and trainer, I talk about knowing your audience, knowing your subject and knowing yourself. Audience feedback is very important, but I think my colleague, Vasco Gaspar, who writes on Communicating Effectively in My Bright Child, is right in that not everyone listens as well as they should; and that includes the trainer or speaker who should be well aware his trainees or audience could be faking it. After all they are supposed to be listening. For the trainees, it wouldn’t “look” good to their employers if they weren’t. So, maybe we, trainers and public speakers should pay particular attention?

We should also pay attention to our own listening abilities. So, it seems that this is a very good training topic. Often our trainees or our audiences look as though they are listening intently, but their minds are elsewhere. We do it, too. We put on the sincere face and nod appreciatively for a comment or a question, then go off on our own. Did we really listen? And I don’t mean just with our ears…or Gaspar thinks, and I agree.

He’s well qualified to talk about listening, having graduated with a degree in Psychology from the University of Coimbra (in Portugal) and has experience in Organizational Consulting, Training, Wellness and Innovation. He also studied more than a 100 authors of different fields and came up with ZorBuddha, a tool that is helping people in more than 45 countries to become more aware and positive. For more information about the author and his work, visit: http://zorbuddha.org/

As trainers, speakers and presenters, we should know better than anyone that we do not communicate with words only. That includes our audiences, too. Are we really listening to them as we present our material?

“We communicate in many different shapes and sizes – through gestures, glances, symbols, words, etc… Our society evolved because we were able to impart knowledge and create new one based on the existing one. Our education system is based on the assumption that information is being transmitted and, therefore, we learn to speak and to use language.”

Gaspar says there plenty of courses out there that “offer to train people to communicate in a better way but are generally focused only on the emitter of information and little or no responsibilities are assigned to the receiver.” Few, he says, focus on teaching us how to listen.

Would you believe we talk twice as much as we listen?

“Even in biological terms we have two ears and one mouth, but there are only few people who use these devices in that proportion.”Blank stares and distant looks give away that someone is not really listening to us but off in another world. Ever have someone in the audience say something totally off-the-wall and unrelated to what you were talking about. Not listening.

Gaspar says that’s because it “is related to the discrepancy between the verbal (or digital), dominated by the left side of our brain, and non-verbal language (or analog) decoded predominantly on the right side. Traditionally, women have a greater ability to repair these discrepancies, and are often said to be holding a 6th sense.”

Does that mean women listen better, or can fix it easier?

We have ways, my friends, of holding their attention hostage–or do we? Perhaps, first, we have to listen better ourselves.

Of course the real question that comes to mind–is what to do about it? We need to recognize that there are those trainees who will be somewhere in outer space instead of with us. Naturally, we want to bring them home. We have ways, my friends, of holding their attention hostage–or do we? Perhaps, first, we have to listen better ourselves.

The first step, Gaspar says, “is to be aware of our need to talk. Before doing so, ask yourself if what you are about to say:

  • Is really bringing value to the person or to the talk in general
  • Or is it just your need for attention, to want to “show up”
  • Or is it to cover the silence and the fear that it causes.”

He says that this is the time to listen. I never thought about it this way, but you have to “dominate” the will to speak. That’s a hard one isn’t it? But then, everyone wants to talk–even to “cover the silence.” Ever talk to someone who says, “I know what you mean,” and he or she does before you have finished. That person has been aware of the other signals you are sending and deduces where you are going. Or, the person who you are speaking with just looks blankly waiting or asking for verbal clarification when you think it should be obvious. Patiently you explain, while wondering why you have to.

It seems not all of us are wired to do more than just hear the words–that is to also listen recognizing tone, gestures and posture as communication devices; however for us trainers, speakers, and even actors, it is critical to reading our audience. Think about it. If you find you are not a good listener, and I don’t mean getting every detail or word that is spoken but the meaning–maybe there is room for improvement.

“…It would be wise then…’to listen’ to the advice of your body as it may be giving you some kind of clue about the precious message from the other person.”

Gaspar also says it’s important to hear our own bodies. It’s all about neurons sending information to the brain.

“Did you know that we have in our intestines the equivalent amount of neurons that exist in the brain of a cat? And that our heart also has an independent network of neurons, sending information to the brain even more than they receive from it? It would be wise then, the next time when you feel some tightness in the stomach or a stab in the heart when you talk to someone, to ‘listen’ to the advice of your body as it may be giving you some kind of clue about the precious message from the other person.”

He says other indicators are related to the movement of blood. It’s that brain of ours telling us something is happening, sending the blood rushing and preparing our body for action. This should be a clue.

Know your audience, know your subject and know yourself. My mantra. Listening affects all three. We need to be aware of our audience and their ability or inability to listen to us and look for the signs. We won’t know our subject very well if we didn’t listen in preparing our presentation. And, if we know ourselves, we will feel, sense, see the signals and listen beyond the words.

“If you…really want to hear each other, then stop talking for a moment (even inside your brain), listen to his/her words, his/her tone of voice and to his/her body language and, above all, listen to YOURSELF. Be fully present to the other, giving him/her one of the most precious things that you have: your attention. Do not expect or look out for anything. Just listen, be totally present. This is how you will actually hear something new.”

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For more resources about training, see the Training library.

I remind you that the comments (with the inspiration of Vasco Gaspar) are my own and not necessarily the opinion of The Free Management Library. Please take time to comment and let us know what you think. Don’t want to do it here, comment on my website, where I talk about topics other than training and development like communication and theatre. If you are in need of a training developer, designer or manager or just a trainer or a speaker, let me know. Be sure to check out my book, The Cave Man’s Guide to Training And Development now available. Happy training. And, please take my ideas with you.

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The Best Training Assessments Are a Matter of Perspective

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One factor I think is possibly more important than all the rest is the one most likely to be ignored: the people.

Rather than be a fountain of information on the “how-to,” I give various perspectives, especially my own, on the obvious. Now, that perspective may be from the point of view of the potential trainee or employee, training manager, developer, designer or presenter–or the manager who is looking at training.

As to how exactly you assess training needs, there are tons of models out there–like this one or that one. I like to keep it simple but as you can see from the models it does get complicated the more factors you bring in. One factor I think is possibly more important than all the rest is the one most likely to be ignored: the people. That factor is present but in the background of most any of the models I have seen. People are talked about, but rarely the focus. Odd, since this training is concerns them a great deal.

Hasan in his article How to Conduct a Training Needs Analysis gives this basic description:

  • Training needs analysis process is a series of activities conducted to identify problems or other issues in the workplace, and to determine whether training is an appropriate response.
  • The needs analysis is usually the first step taken to cause a change. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organizational performances.

His is an article directed at small business organizations but I think he has the basics right even for a larger organization. I like to keep it simple. It’s easier to bring in the people. Hasan talks more about interviewing than some theories. I like that because it makes the training more personal than it is often treated.

Perhaps, that’s because business theory is cut and dry. We need to consider our most important resource. We manage, design, develop and present training because we want our workforce to be more efficient. We want our leaders to be more creative.

From the People, I learn the following:

  1. How much my training is worth to them? Managers, Trainers, Employees. Everyone
  2. How much it is worth the company?
  3. How do I need to present the training – What is going to have the most impact and facilitate learning?
  4. What do I need to know about my audience—my trainees?
  5. What do I need to know about company expectations?
  6. What do I need to know about audience expectations?
  7. What areas do the managers thinks need work (training)?
  8. What areas do the employees think need work (training or something else)?
  9. How do I or the company sell the idea of spending time learning instead of working?
  10. Is management going to make this worthwhile to the worker?
  11. Is the employee already motivated to take this training?
  12. What exactly, subject-matter wise, is desired, optimum or possible, or is there another way besides training to best get that information?

Yes, I may be cutting my business, but I’m gaining in goodwill. Never sell just to make a buck. My establishment of goodwill can bring me many more customers. Also, I guarantee my training results. If I am unable to deliver, I’m out a client and revenue. See my article on Seven Ways to Guarantee Great Training Results.

I could go on with my list for quite awhile, but I think you get the idea. With people talking about training and issues related to training, we learn how best to proceed with it. The theory is spelled out but we are dealing with complicated, “fuzzy” humans who have personal dreams, goals and motivations. If we don’t bother with them, we will get the same in return. Why should they be bothered? It’s the old What’s In It For Them? That’s only one perspective. What’s in it for the manager? What’s in it for the trainer? What’s in for the company.

The theory is spelled out but we are dealing with complicated, “fuzzy” humans who have personal dreams, goals and motivations. If we don’t bother with them, we will get the same in return.

Ultimately we want the best for all. To understand the complicated aspects of a training assessment, you need the perspective of all involved on the training to be accomplished, but just one focus: the people needs. Examine those and do the best you can to meet them. If you can’t meet them all address them honestly. People love it when you care about their needs even if you can’t meet them totally.

I am all about perspective. I just finished a piece on theatre reviewing. Theaters vary in the types of performances they deliver for different reason–most which are tied to their perspective and purpose in the theatre world. So, different theatre companies require a different perspective in how you treat the review or critique performance. It’s not as simple as looking at level of expertise, but of analyzing purpose, theatre intention, audience, etc. Assessing training and development needs are no different. The most important aspect to looking at either is a matter of perspective.

All the views in this post are mine, although I’d be delighted to be preaching to the choir because then it would mean we are keeping the people truly involved, not only in the process, but what it means to them. The result, of course, motivated learning, which is our goal.

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For more resources about training, see the Training library.

You can find more of me on my website under What I Say. Please comment as you please, offer advice and guidance on topics or even write a guest blog. For more information on guest blogging, click on the link at the top of this page and fill out the form. I also get ideas from other articles and will reference them in my blog. I always try to put the link there so you can go to the original site and see for yourself. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

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All’s Well at the Job Fair: Being Prepared for Success

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Networking and Continuous Learning at Job Fairs.

What was I doing trolling the Recruit Military Opportunity Expo? It never hurts to see what is out there and to network. For me, I had a different plan, but the networking is always a good idea. I’m always open to new opportunities. You never know when a gem of an opportunity comes your way.

Here’s one kind of opportunity: the kind where I get to talk to others about training and development, communication and getting the most out of experiences–the best experiential training you can get, and applying it to the future. Everyone knows experience is invaluable training, plus the military already trained the attendees, so the company’s representatives were looking at a ready resource with most of the basic training (no pun intended) taken care of. As for the educational reps, it was a perfect venue to encourage career change or development. More training.

Corporate universities like this one are expected to one day outnumber traditional universities.

In the course of my “trolling” I was in a position to promote and learn, network and learn about my audience. How do traditional colleges and universities view Corporate Universities? Some hadn’t even heard of them until I dropped a few names like McDonald’s university, “Hamburger U,” “Motorola University,” and “Boeing University;” however, in return, the schools I talked to were more than willing to tell me how they viewed training for the job.

An interesting note. One such institution felt there was a difference between teaching and training, and that had to do with an “educational” distinction: ensuring students compare what they were learning and applied what they learned to what they think–essentially the reality they understand. My reaction? I hope the trainers I know do the same thing. Trainees should be allowed to think, too. If they are not allowed to think, kiss creativity and innovation bye-bye.

What training value is there in attending a job fair for the trainee other than a job or educational opportunity? All of the above and more.

Go to table to table, and started out by touching base with a table of people you might consider your comfort zone.

It not only gives you a chance to see what is going on in your field and others, it also gives you a chance to practice communication skills–sometimes interviewing skills. Think of each encounter as practice listening and selling yourself. Not only are you practicing what you know, it may have surprising results. An opportunity you only dreamed of may present itself. Yes, that very reason, job fairs exist: to snare you. If you are ready to be snared for that dream job, so be it. No one will really hold it against you. If most colleagues were to admit it, they would admire you and know you deserve it for your initiatives. However, if that scenario doesn’t happen, be satisfied that you were in a continuous learning mode. Seeing the reps out has a motivating effect for you as you realize, “I have a good job,” or “This educational opportunity might be just for me.”

I have to say the best lessons learned are those where you caught the mistake yourself and vowed never to do it again. I learned some here that I thought I would pass on to you.

This was a last minute decision. I threw resumes and materials I had on hand together and left out the most important part of my package: my business cards. Bad but not worse, someone even commented my headshot did not look like me. On the positives side, I made conversation–even though I’m a little shy. I went table to table, and started out by touching base with the Marines, sort of using it as my comfort zone. I’m too old to re-enlist but a good chance to warm up and see what the current group of Marines are facing when they come back. I really am shy, and this warmed me up. I then spoke to various companies and schools about training and development, about speaking and teaching, even about writing about theatre and theatrical reviews–all things connected to me somehow and tried to connect those skills to the company or school I spoke to. I even spoke to the event organizer about having a speaker to welcome and motivate “troops” (hinting, of course, I can do that and I would do it for free). However, he noticed my lack of business cards. Not good.

My biggest mistake was making this a last minute effort. However, it was still worthwhile. As I said earlier, let’s learn from the mistakes I made and shall endeavor never to repeat. Now, you…

Be prepared, not just for this even, but for any event like this one and you won’t end up like me.

Do prepare a package of generic materials, or better yet, materials that are specifically aimed at companies in which you see value in interfacing. Let them see the best side of you. No matter how good you can talk about yourself, these reps have seen hundreds of people, some just like you, and in some venues even more than hundreds. Well crafted and targeted materials will be remembered longer than you and will help them remember you in person.

Do remain positive and do your best to remember the reps’ names. When talking to them, be cognizant that others may overhear or even be listening intently on purpose. I had one fellow, with whom I had spoken to earlier, come over and join a rival rep to hear more. I hope it was because what I had to say was interesting.

In addition to ensuring your materials are up-to-date, make sure you bring up-to-date business cards as well. I forgot my business cards, but I also noticed my materials did not have my latest web address. I had my first blogging address, which is actually under a heading called What I Say on my new website. Having to explain that after making a good impression is simply awkward.

Finally, look in the mirror and look at your headshot on your materials if you have them. Smile. It ought to be close to what you look like now. If you changed a lot, or lost (or gained, sorry) weight, I’d get a new one. For people in the face-to-face business like trainers, speakers and, oh yes, actors, headshots are a must. Word to the wise though. A headshot sent when it is not expected can make you look like an egotist instead of a professional–especially if it is an 8″ by 10″ like an actors. 2″ by 2″ or a little more is more than adequate for a business profession and a part of your resume–not a separate document, except maybe a bio you might use on speaking engagements. Make sure a professional headshot is an appropriate part of your resume or brochure. It used to be few resumes had them. With technology today it is easy to do.

Good photographers take as many as a hundred pictures and all you have to do is find just one.

Headshots should be professionally done by a specialist because not every photographer knows how to do them according to the market, and show you at your best. It should not distract from the written material on the page. If it shows things about you that could have your resume dismissed–say you look too young for the potential the job is asking for. you don’t want to lose consideration because to them you look 15, give yourself a chance to impress them first. It is a matter of perception and youth not always equated with experience. Attractiveness is still a factor so try to make your picture as attractive as possible, and don’t be negative; headshot professionals can work wonders. Look at mine. Still don’t feel comfortable with the outcome, maybe that is the time you do not put a picture of yourself on the package you send, but of something more generic like a classroom training. A stock photo.

Professional headshots can be expensive, but worth it. Good photographers take as many as a hundred pictures and all you have to do is find just one. As an actor, I had the help of a casting director; however, feel free to ask a colleague you trust, or better yet a previous client who has become a friend over time. Some may disagree with that, but I don’t see any harm done.

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For more resources about training, see the Training library.

Perhaps, not the pithiest opinion piece from me, but sometimes it’s those little things that trip us up in the training world. I am always looking at training and development from several perspectives and I hope it is of value to you. We get busy and we forget. Remember, all said here is my own and The Free Management Library. The Library offers me this wonderful opportunity to connect with you, but don’t forget there are more direct ways. Some of you may know that I am retiring from the Federal government this August 31. I plan to still be here on the Training and Development Blog, but this means I will have more time for hands-on train and develop training. Since this is not the place to promote my services, please just take a look at my website and contact me if you are interested in seeing what I can do for you or your company. You’ll also find I write about communication, theatre and theatrical reviews. Or Follow me on Twitter. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.

Posted on

Seven Steps To Guarantee Great Training Results

A-person-rejoicing-with-a-good-grade

Can you actually guarantee training results? Can you? The simple answer is “Yes, you can.” Of course, if you aren’t very good, it’ll be a financial disaster–not to mention the people who lost the benefit of good training. Or, maybe you aren’t so bad, but the client is ruthless and found the loophole to not pay. Not trust building to be sure, but it can happen.

I can’t with absolute certainty guarantee those results either, but I will. Maybe you will, too, after you hear the rest. The practice does have its advantages.

Obviously an arrangement like this is appealing to the buyer and has a potential for disaster unless it is worked out well. Here are the basic steps:

  1. I offer to work out most of the details in advance. You can rest assured there will be more details you and the client “forgot” when you arrive. The trick for you is to try not to forget the important aspects of the training course with this process.

    The practice does have its advantages.
  2. Travel and accommodations are paid up front and are reasonable. Basically what the company would pay for a junior executive or middle manager to travel and stay in another location. Nothing lavish. That way the client doesn’t feel taken advantage of, and it puts you in the same category as one of “his” own.
  3. Before arrival and upon arrival many of the needs are worked out. I like to know in advance exactly what I’m in for. Build a checklist of your needs as a trainer and use it as a guide to work out the details. Get the client to sign off on what “he or she” will provide you and make sure the actual conditions that may affect the outcome–don’t. You know–the too hot room, uncomfortable chairs, not enough room to move about, poor acoustics. These are things a client may assume is perfectly fine. Reserve the right to add it to the contract after you arrive.
  4. If you need the technical side taken care of by the company, obviously you can’t be responsible if it doesn’t work. If it doesn’t work in the end and that is why some of the trainees are disappointed, it is not your fault–therefore, not a part of your guarantee. So, make sure it is part of the contract.
  5. Eliminate any factors that will take away from your “fantastic” performance and address possible factors that may make the experience not so great for the attendees. If this sounds like you’re covering your bases, you are. It’s like going to the theatre and seeing a terrific show, but the air conditioning was turned off because it interfered with the acoustics and the audience couldn’t hear the actors. Some audience members will understand; some will not appreciate the treatment they received and forget the stellar performance in front of them.
  6. Be very careful to detail what you are going to be doing and what the objectives will be for the class. Ensure this is agreed to in writing before you make the trip. Allow for changes, if you wish, but only if you also make them part of the result. So note them in the contract.
  7. Everyone will admit a hundred percent acceptance of your training performance is unrealistic. Try to keep this an informal arrangement. Use qualifiers when talking to the client and the class evaluations. That way no one expects you to be perfect.
Other merchants take risks that you won’t like the product they sell and offer a money back guarantee. Is this any different?

These are just seven steps. You may think of others as you go along. Make sure to tie the possible negatives to the outcome. Let your trainees know to be specific on what was not good–in anything. The idea is to allow no surprises and if there are, you have established a good, honest, upfront relationship that may make it not a big deal. I admit that this concept of guaranteeing my performance or my results is risky, but in this economy everyone wants reassurances they are spending wisely. Me, well, I’m really just starting out on my own after 30 years of experience and a few more studying the market and the field. You’ve probably heard the songs from “A CHORUS LINE,” I Hope I Get It or I Can Do That. There is a certain desperation when the actors sing, “I really need this job.” Stop applying for the job. You can do that! Take the risk to lay out what you can guarantee.

In some ways, this is a trick blog, if there is such a thing. Guarantees are nice, but I find too often in this business there seems to be an arrogance in the marketing on behalf of those who are successful, and an ignorance and tentative approach on behalf of those just starting out. For the latter, that makes them perfect prey to the more powerful and experienced. It doesn’t have to be that way. Other merchants take risks that you won’t like the product they sell and offer a money back guarantee. Is this any different? If you are that good, there’s little risk. If you question you’re own abilities to “knock ’em” dead, at least you are aware of it and will take particular care in designing your training.

As for the contract itself, it keeps everyone honest and focused. It makes you and your client do the necessary homework to have the best training session. What’s the worse that can happen? Lessons learned by all. Some time wasted maybe–if you don’t count the learning you did in the process. Use the process to make sure you know your audience and what is expected of you. A little afraid you don’t know the subject? Having a contract guaranty will make you research it, learn it, know it.

A little afraid you don’t know the subject? Having a contract guarantee will make you research it, learn it, and know it.

Finally, the process will help you understand yourself and your client to realize just how complicated and how important good communication and training is. Bottom line: who can argue with results.

As always, these comments are my own, dredged up from my brain alone. Mine is an earthy approach to training; I try to look at it–not always as a trainer but an outsider looking in–an outsider who is a communicator, a trainer and a manager. I’ll come back with a technical look at developing training–the details I assume you already know in this post, but I’ll be back. Got a great article you’d like to do on the Developing a Training Plan, for example, let me know and it can be yours. Or look at one of the related ones that deal with terms and explanations. It only has to be substantive and not overly promotional on your part. Oh, and it helps if you can write it in an interesting way. This training and development stuff can be so boring if we let it… Smile! Want to be a guest blogger on training and development or any other subject in The Management Library‘s repertoire, click the link at the top for Guest Writers.

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For more resources about training, see the Training library.

My website is always available should you not tire of my remarks. I am working on a book of my blogs from my commonsense “caveman training” approach to training, which is not at all near completion so this is not a plug. As a performance coach, I also talk about communication in general, theatre and write performance criticism under the drop-down heading of What I Say. Click on it too long and you get my demos. I apologize for the site’s look at the moment, but I’m adding some other features that are under construction.

Know your audience, know your subject and, by all means, know yourself. For a look at the human side of training from my Cave Man perspective, please check out my book, The Cave Man Guide to Training and Development. Happy training.