I received a comment on one of my blog articles in which I think the reader totally misunderstood me, and I certainly bear some responsibility for not being clear. A case of bad communication certainly. I should begin by telling you he agreed with something I knew I didn’t say and I couldn’t leave it hanging. I may like this response to his comment maybe even a little more than the original article, The Anatomy of a Trainer. Sometimes writers aren’t fond of everything they write and sometimes they surprise themselves with a very creative piece. Hope you like this one. It’s short and sweet.

Although the title may seem to be misleading, it really isn’t. I talk about leaders and trainers throughout. When I responded to his comment, this was my response:

“I think you misunderstood my basic premise. Sorry that it has taken me so long to get to this.

“For the most part, I am saying that trainers can be located anywhere in the organization. We are not all created equal. Nor are organizations.

“I do not always agree a subject matter expert (SME) is the best choice of a trainer. Having an SME standing by to answer questions and clarify points and using the trainer more as a facilitator works best. If the SME is not a good communicator, he or she is likely to give too much information and literally gag the audience.

“I did start out my piece by using the same places where leadership may be found–the idea being that trainers are often found that way, too, and may often exhibit leadership qualities. In fact, I have written pieces that encourage trainers to be leaders in their own organization, to take initiative, to motivate employees, to advise the boss; after all, the trainer represents the boss, the very image of boss’ vision, every time he or she stands in front to train.

“Now, I have students who would agree with you about online learning and training themselves rather than being in a classroom. That depends on so many variables. How devoted the student is to learning. How good the program is. What about retention? Is the program memorable enough over time?

“Some subjects where little has to be retained and is of minor interest (usually box-checking) are perfect for a packaged program, and we’ve had them around for years in one format or another. If the online learning involves you actually performing the task you are learning, then it is beneficial. There are some that use writing discussions. What about those who don’t write so well; they are disadvantaged. Again, we have to talk about retention.

“Bad classroom training gets old quickly; good classroom training, which is dynamically presented and involves the trainees in various tasks, can actually be fun.

“The major point to take away is: not every training session has to conform to any particular form except that which best suits the subject you are training about. Something to think about. Trainers teach leadership. Can leaders teach training? Training leaders and trainers to lead works best. In my humble opinion.”

Happy Training.

That’s all for now. These are my words and opinions. Please feel free to disagree and comment, or contact me. If you’re interested in more of my points of view–my Cave Man way of looking at things, I have a website where you can find other items I have written. For more information on my peculiar take on training, check out my best selling The Cave Man Guide To Training and Development, and for a look at a world that truly needs a reality check, see my novel about the near future, Harry’s Reality! Meanwhile, Happy Training.

For more resources about training, see the Training library.

I recently reviewed a wonderful professional production of URINETOWN THE MUSICAL and then later came home to The Tony Awards Show. (Ironically, the musical is a satire on corporations and government, taking advantage of the people, and multitude of other things not necessary to go into here.) In spite of the subject matter, the experience reminded me of something I see every day that pertains to training and to business. First, theatre is a business. Second, actors and other performers use the same skill set as business leaders. “Whaaat!” you say. The following quote may help to summarize what I mean:

The same set of skills that actors rely on to deliver a riveting performance can be found in our most innovative and successful business leaders. Actors must speak with presence, with passion, and intention. Great leaders in all fields rally our emotions, our allegiances, and our commitment in just that fashion.
—Susan V. Booth, Jennings Hertz Artistic Director of the Alliance Theatre

So, how do they get there? I wrote a similar blog on Why Isn’t All Training Like Training for Your Black Belt? that changes our approach to how we look at training and leadership as a whole. It is similar in that what theatre does to put on a show requires the employees share the same vision, dedication, cooperation and leadership, which are absolutely essential aspects necessary in leading a successful company. What does this have to do with training? It means our training charter can change.

Kevin Daum represents the business side of things, and his latest blog article, 4 Great Leadership Lessons From The Arts, gave me this idea for training based on his four points. Kevin published a journal article, Entrepreneurs: The Artists of the Business World, which makes sense since Kevin has an arts background along with more than 15 percent of entrepreneurs, making more than a million dollars a year, who belong to the elite Entrepreneur’s Organization. By the way that million dollars is the minimum requirement for membership in that organization. As Kevin says, that 15 percent “must be doing something right.”

Here’s what Kevin say’s theatre or any other performing arts leaders do and not-so-remarkable business leaders do not (the comments underneath Kevin’s points are mine):

• Lead a Project from Start to Finish
  • I’m developing and directing a play to performance, which means not one plan but several plans to start with and see to through fruition.
• Manage Dynamic People Effectively
  • I’m holding auditions, hiring technical and design staff and making sure all work together while I am directing a play, and making sure this cooperation will continue during the performance phase.
• Ensure Total Accountability
  • I’m directing a play, responsible for the quality of opening night to the audience, to the board members of the theatre, to the funding sources, and accountable that my employees do not have to work under stressful conditions.
• Implement Big Picture Thinking
  • I’m directing a play and believe I have a unique vision to share that can make the play stronger in the eyes of today’s audience than when it was originally presented, and I have to sell everyone on this vision or it will not work.

Since I come from a theatre arts background like Kevin, I’ll be using theatre examples as above. Let me try to expand on each area and, also, I am familiar with business leaders (one-on-one as a speech coach), developed and provided leadership training as well as my 30 years in government (including half of that as an Air Force officer). Many of you are familiar with my own blog, What Would a Cave Man DO or How We Learned What We Know About Training; this is a perfect example where outside sources unrelated to your business can provide untold insight.

Lead a Project from Start to Finish

Obviously, there various specialties in theatre and other performing arts; however, most programs end with a final project of creating a vision, a concept, a production plan…and beyond. In my case, I directed a play. I had to hire dependable tech people for lighting and sound, find a theatre I could use, find set designers and builders, a choreographer, a costumer, a set dresser and props person, hold auditions, and manage all these people through rehearsals to make my vision a reality. I had to find someone to design posters and programs, and do publicity. I had to manage a small budget. Although my grade was my only reward, the project was designed to make money by attracting audience members and, of course, selling tickets. So, we developed a product and sold it to customers in four to six weeks while attending school. For anyone who gets a theatre degree beyond the Bachelor of Arts or Master of Arts to a Bachelor of Fine Arts and Master of Fine Arts, one can expect even more intense training. And, once out of school that training continues.

It’s not always so intense in the business world, where there is money to be made. After school, business graduates go to interviews or are fortunate to have been selected from an internship. For actors, we audition. We have to prove our talent, providing the right show is around that needs our look, demonstrated talent, and we fit in. We, artists, know jobs will be few and far between, so we continue our education and training after each paid job ends. I don’t know any business school in this country or anyplace else that puts students in a position go beyond writing a business plan. That said, there may be business internships, or junior executive appointments, but nothing that goes from start to finish like a theatre or performing arts degree.

Manage Dynamic People Effectively

It does seem sometimes even artists don’t understand each other. I have an easier time partying with psychologists or literary folk. Most people find some of us to be quite strange indeed, although, in my case, I was Marine when I started doing professional theatre and commercials so most people couldn’t fathom the all-American U.S. Marine sergeant, especially at the end of Vietnam having a creative bone in his body. And, I have known some real nutcases, some flighty, some geniuses and some uncanny talents. We may all be a little different, but when we are cast we are family. We cope and support each other.

Professional theatre people are together all day long and evenings, sometimes living their parts, sometimes not, but your family is there for you beyond that show. So, imagine how we work together. Not everyone can have the lead. Very often, we, too, are sitting there marveling at the talent. Still, we give a hundred plus no matter what our role. We may disagree with director, but it is our job to promote his vision. Most often, a director will offer us the opportunity to communicate our thoughts early on; we are after all, creatives. Huge egos need not apply–only people that will fit in with us to create the level of art we have set out to do.

We are a company put together with time constraints and restrictions. We have sometimes as little as three weeks to rehearse a show and often not in the space where we will open. Those actors who can’t work with others don’t survive. No one can sit around and wait to be told what to do. Those directors, designers, etc., that can’t collaborate and work with us don’t survive either. Of course, if the director can’t manage the people, in the professional world, the theatre business can’t survive. It is usually without the insistence of the director (our leader) that we all work together as an ensemble, a company, because if we fail, we have not created art. It is like a vendor who has sold no products or someone who serves others who cannot find anyone who wants his service. By the way, just as performers continually train so do the directors and other artistic professionals; the directors may also be performers. Interestingly enough, continuous training is on our list as actors and it should be on every employee’s list.

Ensure Total Accountability

I remember doing a show in Alexandria, Virginia. Actors, as you may or may not know, are responsible to know where their props are all times, which means getting to know the prop person and instructing him or her to place them where you need them and when. In this case, we had so much help back stage, I was afraid one of prop people would not have my props where I needed them. I was fine, although one actor went out wearing two sets of glasses. Good thing this was a comedy. Mistakes happen.

We, in theatre, are only as good as our weakest link; it’s that way in business, too, but the weakest link in business may not be challenged for a number of reasons: office politics (who’s got the dirt on who, who owes who), plain old nepotism or near nepotism (a friend of a friend or a relative) cronyism, oldtimers with history, investors for a seat at the table. and power shifts. You won’t see that much in theatre. Sure, actors–even directors tell certain actors to audition for a part or a play, but it is no guarantee. The end product is too critical. As an actor, I always disliked pre-cast roles. I ran into that often in California where a name was used to pull in an audience. I felt it took something away from the cast bonding because you rarely bonded with the star who we’d probably never see again. And, some actors never audition for those shows. So, we have our own qualms.

In theatre, some mistakes are forgivable, even lines screwed up are joked about once–in professional theatre; the second time the it happens, you’re fired. The final product is essential. The first time we are reviewed. Often that error is noticed and audiences expect it cleared up in future shows. We have to be accountable. Every actor, crew member, designer and director knows that, and I suspect–even the audience knows that as well.

You may have noticed I make a distinction between regular theatre and professional theatre. In my area of Philadelphia and South Jersey, there are more than 90 theatres and most are community theatres, made up of volunteers and varying budgets. The community theatres do not have the luxury of just letting someone go and they cannot rehearse as much or as intensely as professional theatre. I will say they will often form a very strong bond amongst themselves and even with the audience who will overlook these mistakes. In all fairness, there are few businesses that are out there run totally by volunteers that depend on volunteers to produce the product as well. In that sense, they may not be as accountable and the audiences accept that product knowing that it is not professional theatre. That is not to say there are not plenty of professional theatres in Philadelphia and outside the city in southern New Jersey and in Wilmington 30 minutes away, and New York City is only an hour away; I’m not that familiar with northern New Jersey, which has its fill of both community and professional theatres. There is marked difference in quality for professional theatre amidst the many community theatres that can’t maintain the same standards of accountability. Which one sounds like your company?

Implement Big Picture Thinking

We always talk about successful companies and corporations having necessary vision. Without vision, they have nowhere to go. Every play that is performed, whether it be professional or community, has a director’s vision that began as much as two years before it was listed as part of the theatre’s season. Before that, the original producers had a vision we need to keep in mind. Times change; visions may have to follow. The director may already be planning the type of performing area he wants to use if he or she has that option, and he’s analyzing the play for the message intended by the author and looking for something his company may add to emphasize that message, while providing a re-newed message for his audience. His actors know when they audition it is something bigger than they are as do the designers and crew; each show is different, requiring a united creative energy and everyone collaborating together from day one. So, these weird, strange artists work together to create art–the culmination of the director’s and playwright’s vision. Individual members of the company could create art individually and some may do that; they may even work on another show, but for this “big picture thinking,” this vision, they put away their possibly huge egos and roll up their sleeves and work toward this common goal. Opening night, four to six weeks hence, will be their reward. When I first started working in dinner theatre, I was paid per show, so the longer the show stayed open the longer we got paid. We wanted to make sure we kept the customers coming until our next show was ready. It also kept us focused. It had to be part of the owners “big picture thinking” as well.

So, now how do we take this information and turn into a valuable training tool?

Some trainers have already taken a part of this background, including myself, and have used it help make executives better communicators. I like to think our interface has even resulted in some creativity rubbing off or inspiring some. He or she was smart enough to let one of those “weirdos” peddling acting skills for business into the conference room. That’s a start and there are a lot of us doing that. I wrote a blog article on training creative minds, too. That might also be of some help. Kevin suggested one way was to get leaders engaged in the arts, and I agree, especially in the area of community theatre. I have worked on stage with people of every profession imaginable. Apart from stimulating their creativity on a regular basis (hopefully it translated to work), it also gave them an energy boost. Obviously, that doesn’t do much for those in our training profession unless we arrange for artists to be part of one the company retreats or training sessions, a training session that calls up the “creative you” in all of us. As for those of us already engaged in bringing the arts to business, we need to keep up the pressure in not only the businesses, but in the schools. Businesses say they want certain individuals ready to work, but are they sure what they really want. Is an arts degree so bad after all?

Again, there is the obvious, just show these four points to business and hope they buy into it. I say incorporate into your leadership training. These four points resonated with some of my theatre friends who have applied for jobs in business and have been turned away. Maybe they shouldn’t have been turned away. With what we know now–they are the creatives and creatives innovate.

My thanks to Kevin Daum for his inspirational post of the four points here and ideas that might have been triggered by him for me to put on my own particular twist. An Inc. 500 entrepreneur with a more than $1 billion sales and marketing track record, Kevin Daum is the best-selling author of Video Marketing for Dummies. @awesomeroar

That’s all for now. I would appreciate you checking out my website. Hope you’ll check 0ut my novel, Harry’s Reality, which is about what happens when society gives up on itself and give up its responsibility to an evolving artificial intelligence. or my best-selling The Cave Man Guide to Training and Development. . Happy Training.

For more resources about training, see the Training library.

Actually, this is PART II of Trainers Who Talk, Talk, Talk with Nothing to Say…

This is a good example of a blog that ran away with itself, or a writer who lost control or became too passionate. It started as a way of demonstrating presentations or training had to have substance and at the same time–something besides buzz words and slogans. You might say I grew a bit long-winded. At any rate, I saw a way to remedy that. My blogs tend to be long anyway, but this one really became two separate topics, so here they are. No changes really, except editorially just not as big a chunk to read when you are looking for snippets of information or opinion.

According to Peter Watts, Writer, Coach & Trainer, and author of The Presenters’ Blog: “Every time you make a presentation, you commit a blatant act of opinion, and that’s good. That’s exactly as it should be. Opinion makes challenging. Opinion makes distinctive. Opinion makes memorable.”

The case Peter makes in his article makes very good sense, but it is still public speaking. Hopefully, his tips can help the experienced presenter, business presenter, speaker or trainer each do it better.

Opinion certainly makes us more interesting, especially when it is backed up with facts. Since I teach at a university as well as coach clients, I know my students hang on my every word as long as I’m not boring as a textbook. However, I don’t think it is only opinion that makes me an “interesting” speaker; however, it is an amazingly large part of who we are–along with attitude, experiences, personality, sense of humor, etc. My buzz words in public speaking: know your audience, know your subject, and know yourself.

I definitely think the business presenters need to include the audience and themselves (let their personalities shine through) and opinion is where you’ll find it in the presentation. One caution though, I had a colleague once who inappropriately gave his opinion to the wrong audience, federal government to state government and the state government was insulted; my colleague was pretty much censored after that and was very lucky he wasn’t fired.

It’s fine to “stick to the facts,” as most business presenters do, however, you can go too far. If one of my speech students did that without any attempt at audience analysis or bringing him or herself into the speech that student would be lucky to get a “C.” Even business presenters need to pull their audience in with a smile and keep their attention. So often these business presenters want to blend in the background of their material and I would bet they are that way in the office, too. I would also guess that, like most of the population, this presentation is about the last thing they want to do, but they have to. This is where bringing a successful speech coach or trainer in from the outside makes a difference. In-house speech coaches or trainers don’t usually have much effect because of the very fact that the coach – trainer is in-house puts more pressure on the employee to succeed. Speaking to an audience is an intensely personal thing–even if it is for work.

I alway tell my speech students, my clients, as well as any other presenters and trainers to own the space and control the room. They know what it means to own the space. How do you control the room? I make my students responsible for handling the audience during their assigned speeches. That is the speaker’s job. Nothing like a little pressure to keep you focused.

You’re the one standing at the front of the room and speaking, while everybody else is sitting down and listening, so you already stand-out. While you’re up there, why not enjoy it? With experience, that initial nervousness will one day turn into a rush. Trust me.

Peter says, “I’m going to argue that exercising and owning your opinion is a vital part of presenting. That it’s an unavoidable aspect of presenting. And that when something is unavoidable, it’s best embraced in a great big hug. That’s my opinion anyway!”

He goes on in his article to discuss why presenters and others don’t feel it wise to share opinions. I find that most common with university students, not so much with my executive clients. It certainly may be true of business presenters; I know it was true of government presenters who even though they did it badly, it meant visibility and that meant promotion. Some opinions become more embedded with maturity.

While I don’t squash opinions, everyone’s got one–even in my class. If I want a great speech or presentation (and you know I do), I’m going to see if my student’s or my client’s opinions are backed up. It doesn’t matter which; we are talking about speaker credibility–another topic for a blog. When you are on stage with a business presentation or any presentation, for that matter, remember the egocentrism and ethnocentrism of your audience. Share both sides of the argument before giving your opinion and why.

According to Peter Watts, “First, accept that merely by choosing the facts you will present and the order in which you will present them, you have already committed an unavoidable B-list act of opinion. Who wants to be a B-lister? Let’s go for the A-list and add some spice! Here’s how:”

1: Own It – It’s Not “WE“, It’s “ME”

Unless you are taking part in a team presentation, make sure that the pronouns “I” and “my” are front and center. There’s a sound reason why the sound of I’s and My’s are good things to go for: Skilled job interviewers are trained to listen-out for candidates who continuously say “We” rather than “I”. “We” is used to conceal either a lack of conviction or a lack of evidence. After all, it’s not “me” that’s saying it, it’s “we” that’s saying it.

2: Have an Emotional Intent

What is the emotion that you want to convey with these facts? In business presentations, your goal is to persuade others of a course of action, and the driver to action is emotion. Facts seldom drive anything. It’s the emotional interpretation of those facts that creates intention. Therefore don’t be afraid to use emotional words when presenting.

Share your feelings. If an opportunity excites you then say that you are excited. If a set of results delights you, then say that you are delighted. If a negative forecast concerns you then say that you are concerned. And if outstanding performance has amazed you, then say that you are amazed! Words like these give emotion, and emotion is spice. Spice is color. Color is paprika, bright red with a fabulous flavor. Flavor is opinion!

3: Bring Your Face Into the Act

If it’s good news, smile. If it’s bad news, frown. That might sound like common sense, but when we stand up to present, that urge to blend opinion-less into the podium can lead us to adopt a passionately bland expression. Many Chief Executives, completely unbeknown to themselves, will go onto the stage with their faces meticulously locked into neutral. They think they are expressing powerful opinions, and indeed, their scripts often do express powerful opinions, but the fact that the faces delivering those opinions remain as blank as storefront mannequins will rip the plasticky stuffing right out of the speech.

“You are your opinions, and your business presentations are expressions of those opinions.”

“Own them. Enjoy them. Let them bring the spice that propels your presentations direct to the A-list.”

I chose to leave Peter’s three major points together. I did take some of the wording out for length purposes. I apologize to him and anyone else who feels I changed the meaning by doing so. Everywhere Peter is highlighted is a link to the original article. As I continued to study Peter‘s article and my take on the subject matter, I came to realize we may have been talking about the same thing, although I have a much narrower definition of opinion. It could be the fact that I’m American and Peter is from the UK. I still feel Peter’s point of view is interesting to hear the way he expresses it. My blog has seen guest writers from all over the world he is welcome to write on training topic of his choice anytime.

For more resources about training, see the Training library.

A final reminder: I do have a website where you can find other items I have written, including coupons for my best selling, The Cave Man Guide To Training and Development and my novel about the near future, Harry’s Reality! You might even get them for free. Happy Training.

Trainers who have nothing to say aren’t really trainers. They may be entrepreneurs really. Quite frankly some have just learned how to make a buck with social media in particular and are good at jingoism. Or, to give them more respect, they could be speakers and even trainers who have sold good training tools, depending on how rich the content.

Let’s not confuse these people with people who have 30 plus years of experience and know how to handle an audience. The ones I’m talking about are people with a gimmick–a slogan–a buzz word–a challenge… I like this one “a secret” for success in doing something. When I hear “a secret” I always hear Charlie Brown’s sister, Sally, singing from his musical, “Why are you telling me” from “My New Philosophy.” It almost makes sense in a perverse way. If it is a secret, why tell a room full of people and advertise for more people. Well, of course, it’s the mystery of it all, the drama. It’s the same reason, we put numbers in our titles: to promote simplicity in today’s busy and complex world. A total fantasy.

Now, let me tell you what this is all about and you’ll see why my opening paragraph fits as well. I was going down a list of “entrepreneurs” on LinkedIn talking about their training sessions, the titles of which sounded like something you could learn in a conversation. There has to be more to this. It must be me who has lost touch with the real world, you see.

My most basic of presentations is on presenting. In the title, I use what my audience can’t imagine possible, tell them it is very possible and more when we’re finished, but I don’t promise them the world. There is mystery there and a hint that it will be more than the basics, which it is. It’s catchy, but not jingoistic. I can’t display it here for copyright reasons.

In a way, it’s as if social media has changed the art of selling what we do as the film trailers we see of blockbuster films. What we do is about as content filled as some of those blockbusters, filled with a lot bang instead. They are trying to reach the most audience possible. Whatever happened to target marketing? I guess it’s still there. After all, I see these ads.

So, it’s a tough line. We want to sell our products so how do we compete with those above; they do seem to be doing a bang-up business. They seem to have this social media thing wrapped up. We have to do the same thing. How can you tell the good ones from the bad ones? You can’t. But now you have spend as much as they do on social media, including web pages to sell your training products or services.

For those you have followed or read my blog before, you know that I comment on everything training and sometimes other subjects. Okay, I speak my mind, but I put myself in the same category: trainer or speaker, at least most of the time. I’m going to share some of the words of another blogger, Peter Watts, (Writer, Coach & Trainer, and author of The Presenters’ Blog) who I found interesting. He believes using “I” and “holding firm with your beliefs” will help your sell their product or service. Essentially, he’s talking about your boss’s presenters. More of Peter in PART II.

How many times have we seen the boring business presenter? Again, I’m not talking about the famous speaker who has a 30 year track record. And the company so proud because he or she gave out so much information, while audience is scratching their heads hoping for an e-mail address for a follow-up. I had tried for years to make a case for a subject matter expert along side a facilitator – trainer – communicator to make the presentation manageable. “Too expensive,” they said.

The other way, of course, is to train the SMEs to be better presenters. “You can train the SMEs for a presentation next week,” the managers said. Yeah, that’ll work. Or, even better, they completely ignore the trainer they have and hire one of those jingoistic people who will spew a lot rhymes, alliteration and buzz words rather really teach memorable techniques.

That doesn’t happen very often anymore since I retired. Besides university students, I have company/corporate executives who travel a lot and would like help tweaking a speech or performance. My clients believe company/corporate image is important, even internationally. Normally, I will travel to an office, usually a conference room, and watch a dry run of speech, or we may sit down and look at the wording of his or her speech. I’ll ask my client about his or her audience and see how my client addresses them. Often we smooth out language to make it more conversational.

I apologize for talking in generalities; however, my client list is confidential. I do have a similar example that might work instead. A true story as well.

When I moved to Portland, Oregon after visiting Japan, the local media kept calling me asking if the President was in trouble with the Japanese when he literally lost his lunch on a Head of State visit to Japan. Of course, I didn’t work for the President, but I had recently been in Japan and studied the culture since I was debating taking a job there. (I had sent out some news releases upon my return to do communication training.) I’m sure his own people told the President not to worry. In fact, the Japanese were more embarrassed than he that it happened on their turf. — End of PART I

Note. You may have read this blog article in its entirety earlier, but in hindsight I saw that it was much too long to be a single blog and made it two. There aren’t many changes, other than editorial to make it work this way.

Click here to continue directly to PART II, which talks about…

How to Enhance Business Presentations with Opinion, or How to Give Content Rich Program a Personality

For more resources about training, see the Training library.

A final reminder: I do have a website where you can find other items I have written, including coupons for my best selling, The Cave Man Guide To Training and Development and my novel about the near future, Harry’s Reality! You might even get them for free. Happy Training.