Category: Training & Development

It seems the Transportation Security Administration or TSA does not train its agents in any of the soft training skills. Is “nice” a dirty word? It is a four letter word, but come on!

I’m not being insensitive. I know the TSA has had a rough time of it, especially recently when they lost one of their own to some idiot with a gun. I am being insensitive…to some idiot with a gun. My family and I were traveling this last week, and our hearts go out to the family of the TSA agent who was shot.

I’m ashamed our condolences may have come up short. I’m sure we weren’t alone. I’m not justifying… “Tourists”…are focused on one thing: getting away to have fun and no one is going to stop them. Serious is gone. There was also an important world negotiation on how much the major world powers were willing to allow Iran to refine uranium to “weapon’s grade” levels and I doubt many tourists–especially those who were on the cruises noticed. Out of site – out of mind.

Now, back to the TSA… In the back of our minds, selfishly so, the incident was just bad timing on our parts. “Security is not going to be fun,” we know that. ” We don’t blame TSA for not being in a good mood on that particular. After all, one of their own was shot.” But selfishly we went about our business of going on vacation and trying not to think about it much. We should say, “tragedy” as it is for one family.

Were we worried someone else was going to rush the security point we were in and target it? Oh, no. We were more concerned about taking our shoes off, making sure we wore slip-ons to make the process faster and easier. We made sure liquids were in plastic bags, and laptops were at the ready, and we bitched when pulled aside for additional security measures. All the while, who is protecting the ones protecting the airport and planes? And us?

As I always do when I travel, I look at every experience as a way of talking about training. I do have an interesting story to tell about language training and tourism in Roatan in the Honduras, but we’ll keep going with this one for now…as we move past the American tragedy and onward to my real topic.

For me and I know for others, anytime we travel we wince knowing we have to go through security. The children and I were whisked on through (pre-screened or something like that) and my wife got the works, complete with body search. I feel a joke coming on…let’s just say it’s because my beautiful wife is so much better looking than I am that she was selected for this honor. Okay, it was random. My opinion: what may be good for public relations, I’m not so sure is good for safety. I hope they have equipment they aren’t telling us about.

Although it was a bit chaotic as always, we got through it with everything we brought along. It seemed a bit dicey. I’m always afraid we’ll leave something behind. Here’s the truth of the matter. How many of us have traveled and the TSA agents were just as abrupt, rude, and insensitive as always. What especially ticks me off is when behavior affects the children, the handicapped, and the elderly? There is an easier way. With training, of course.

Training suggestions:

• Have an agent or even a lower paid employee monitor what goes in and what goes out to ensure the same articles come out and go to the right person. I would think that would be basic. The airport is always warning passengers about strangers and keeping an eye on our bags at all times, just in case someone should put something in them while they are unattended.
• Have TSA agents smile and not make us feel like idiots or the enemy. Some of us don’t do this all the time. Hint. Those with children and/or elderly people. If it’s a ploy, your smile will give would be terrorists a false sense of security.
• Train them in social skills if the above doesn’t work.
• Train them in more than one language for at least the basic things you need us to do. It would be nice to have someone who can recognize an agent who is having difficulty communicating with a customer. The inability to communicate is not the fault of the customer; communication is a two-way street.
• Train agents that saying “please” and “thank you” does not diminish their authority. Police do it. Military do it. If we didn’t learn to be polite in kindergarten, our parents, grandparents or guardians taught us. It’s basic civility. I remember my youngest son, who was ten at the time, had left some orange juice in his backpack during a layover, burst into tears when the TSA agent grabbed his bag, searched it ferociously while making a little boy feel like a criminal. A little gentleness would have accomplished the same mission and the little “criminal” would still be there.

So, there you go. Airport security varies. Smaller airports tend to be easier as far as security goes since they aren’t so crowded, therefore, not so hectic. All airports wouldn’t be so tense with a few manners being used by all parties. I’ve seem rude passengers, too. Who hasn’t? People in a hurry to have fun are some of the rudest people around. Funny isn’t it? They seem to care the least about the people around them who could make life so much easier if they received a smile and a thank you from a customer as well.

Security’s not there to ruin your vacation, or did somebody miss the memo; they’re there so you don’t get blown out of the sky. Let them do their jobs. I want to make it easier. I put safety first. If for some reason, someone has a good reason for needing expedited service make accommodated services away from the crowded–even if it’s their own fault for being late to the airport. There are stupid jerks everywhere, in every part of the world, speaking every language. The opposite is true, too. What we don’t know won’t hurt us and one less complaint. Peace.

Happy training.

For more resources about training, see the Training library.

As the Host of the Blog site, I ask that you take a look at my new blog that focuses on other topics than training. My training/speech blog is still out there, but I’m letting it die in cyberspace. My best selling e-book, The Cave Man Guide to Training and Development is out. I need to tell you that I know Cave Man is not spelled that way and that is on purpose. The Cave is where we work, play and live. Read the book and you’ll get it. I hope to have two more following it soon.

My futuristic e-novel, Harry’s Reality, is a look at what happens when society gives up control of the mismanaged dying planet to an evolving artificial intelligence. It is also available at any bookstore that sells e-books for direct downloads to your reader, and directly through Smash words. By the way on my blog site you’ll find snippets of the novel and a coupon for a free download of my novel through Smash words. Happy training.

For more resources about training, see the Training library.

Do we treat shy or introverted people any different from other trainees? We should. This relates back to my differentiated learning post. This will be a short blog–especially short for me.

Everyone has encountered that person at work who doesn’t look at you, stays buried in paperwork or the computer, sneaks off to lunch and leaves right on time. He or she rarely has any contact with others. We have to distinguish whether the person is an introvert or painfully shy; they aren’t always the same thing.

Introverts don’t care much to be with others to a varying degree. For example, I’m an introvert, yet I still managed to be on stage as an actor, speaker, teacher. So, that definition of introvert fits more how I re-fuel. Introverts re-fuel by a quiet activity like reading, watching television. After every performance or rehearsal, I would need an hour of downtime. The extrovert gains energy from social contact and can drive an introvert absolutely crazy, depending on how far apart they are. So, what we are dealing with is someone who is not so much an introvert, but an extremely shy person.

Aren’t we and and the employer concerned with how this shy person does his or her job? My second question: How did this person get a job in the first place? Perhaps, it was a job that he or she only had to take a test for, meet briefly with the supervisor, and not say much at all. Government maybe? Entry-level position. I doubt this person will be able to fight for any promotion but he or she will always look good on paper since there is no contact there. For ease of writing, let’s just name the “person” Doris or Bill and they are interchangeable so no arguments about sex.

Everyone deals with the lack of recognition differently–even shy people, and probably–different from the sexes as well. Doris is always in tears in her supervisor’s office. She feels she has tried and tried and tried. She has a great resume, but no people skills and doesn’t show any initiative, which would be a risk she would have to take in dealing with other people.

Bill has a family, and, although his job is steady and his wife works, there is a strain on their marriage because his wife now makes more money than he does and doesn’t understand why he can’t get a raise or a promotion. Neither does he.

Like Doris, he looks good on paper.

The shy types lack confidence, self-esteem perhaps (shyness is not always due to low self-esteem), the ability to mingle with fellow workers, or need to face the realistic fact that their employer is not going to promote someone like Doris or Bill who need to deal with the public when they clearly can’t. Employment is rarely a competition of who made the best resume, although there are people who make resumes for people who would tell you otherwise.

What do most employers do to deal with a Doris or Bill? They fire them for incompetence, for not being able to do their jobs.

• The ideal would be to send them to a therapist or even a trainer who specializes in building confidence and helping them navigate the corporate/company world.
• The same person or someone in HR could help them prepare for interviews.
• The company HR could also set up a work plan that uses little steps to make Doris or Bill more comfortable with social contact.

They don’t have to be the nerds of the office. And, if you are the one providing the answer, all the better. I’m sure we’ll think up more ways to train as we go. Please send questions or comments. I’d love to hear from you.

As the Host of the Blog site, I ask that you take a look at my new blog that focuses on other topics than training. My training/speech blog is still out there, but I’m letting it die in cyber space. My best selling e-book, The Cave Man Guide to Training and Development is out. I need to tell you that I know Cave Man is not spelled that way and that is on purpose. The Cave is where we work, play and live. Read the book and you’ll get it. I hope to have two more following it soon. I also have a futuristic e-novel, Harry’s Reality, a look at what happens when society gives up control of the mismanaged dying planet to an evolving artificial intelligence. It is also available at any book store that sells e-books for direct downloads to your e-reader, and directly through Smash words. By the way on my blog site you’ll find snippets of the novel and a coupon for a free download of my novel through Smash words. Happy training.

For more resources about training, see the Training library.

Montessori and other private schools have used these learning techniques for years, but it is beginning to sound like public schools may be getting the same treatment if higher education has its way. However, it is a big change for the public schools. Probably even bigger than the change to using technology, i.e., where all students have iPads for books and notes. We were lucky to have a film to sleep through.

What does differentiated and self-paced learning mean for trainers? We are already using technology. That’s one modality. What options are there for us? I’m going to play dumb here to keep it basic. I searched the Internet. Where else can one find information like this? I did two simple searches since I’m not writing a term paper here.

One search focused on education. The result: the educators are very focused on differentiated learning and have been for a while; however, the hard work of the higher educational system that teaches new teachers how differentiated learning is important is erased by student teaching in a district that does not embrace it.

My other search was focused on training. The result: while trainers embraced differentiated learning they didn’t have the training to use it. They like the idea of being able to market different modalities and this is the opportunity to do so since the learning depends on each individual student’s progress. However, with trainers, I’m sorry to say, I didn’t see much in the way of face-to-face getting-to-know the particular learning styles that worked best–just what the learner preferred. So in this case, all bang, no buck. The technique does not use “preferred,” but rather actual ways a student or trainee learns best. Most of either class will tell you what is the least work for them is preferred.

Self-paced learning by itself helps. The current system rewards those who remember the most knowledge or concepts from class by awarding levels or grades. For students, it’s something to shoot for, but it can also be a stigma, an expectation, a pressure to others–even the students with the good grades. Bad grades often add to low self-esteem. Not always a positive.

Self-paced learning allows a student or trainee to continue until he or she has mastered one concept before moving on to the next. A person has a sense of accomplishment for finishing the race even if he or she wasn’t first. Obviously this is great for learning math. It’s very difficult to proceed to the higher, more complex level if you haven’t mastered the previous level. As for trainers, trainees can prove themselves at each level before moving into an area where safety or experience in earlier procedures are based on their competence.

The most prestigious educators think differentiated and self-paced learning is in the immediate future, but it is implementation that is most difficult especially for teachers. School systems are seldom run by young, informed educators and parents. Change means cost to a district. It means a revamp of teaching schedules, a re-haul on parent/teacher communication, What seems so easy to accept in theory becomes so difficult and complicated in implementation and practice. This “change” is extremely hard to accept for practical reasons as well as the usual resistance to change.

For a teacher, it can be dangerous debating with the very administration that hired you over the way schools do things in its district. In a standoff like that it’s easy to see who wins. And what new teacher wants to put her job on the line to do that? It takes a certain talent and knowledge to use differentiated and self-paced learning. It’s not something someone just takes on. You have a variety of teachers at a public school and not all are trained, some don’t want to be, and some won’t be. A major obstacle to this change before you even begin.

Trainers have an easier time of it. Once they have figured out the best way to ascertain how the trainees learn, then they can provide a plan of differentiated and self-paced learning, if, and only if, the material requires it.

It’s not that these techniques are new either. I studied differentiated learning and self-paced learning in my psychology learning class in college. And, that was 30 years ago. The theory and practice has been around at least that long. You’d think we’d have use it by now. Again, in the education setting, smaller private schools are able to adapt. Some of us in a classroom instruction actually do most of it as we let the pace of the class drive us. We know who is struggling and who needs to stimulated and we help in the right direction. We use different modalities. Unfortunately we have limited time, much like that of any other classroom teacher. It’s not enough. While we bring these different modalities to the classroom, they don’t work for everyone. That’s why you have to get with the whole program.

However, some of the best schools, without the nod of school boards, are getting it. Younger administrators are allowing experimentation, combining classes, breaking up classes in their districts in an attempt to do this on a small scale. Testing it before they take it public. At this point it may be the best we can do. It’s a start. Bravo!

Trainers need to do the same. Get some training ourselves. Learn what looks easier on the surface. Starting small will make you more proficient. And when you know it you can communicate it better to clients. For more information on this topic, see Bill Cushard’s blog titled When to Choose Self-Paced Learning Versus Online Learning.

Happy training.

A disclaimer. This commentary is mine and mine alone, and the opinion expressed here is not influenced by The Free Management Library in any way.

As the Host of the Blog site, I ask that you take a look at my new blog that focuses on other topics than training. My other training/speech blog is still out there, but I’m letting it die in cyber space. My best selling e-book, The Cave Man Guide to Training and Development is out. I need to tell you that I know Cave Man is not spelled that way and that is on purpose. The Cave is where we work, play and live. Read the book and you’ll get it. I hope to have two more following it soon. I also have a futuristic e-novel, In Makr’s Shadow, a look at what happens when society gives up control of the mismanaged dying planet to an evolving artificial intelligence. It is available directly through Barnes and Noble (Nook Book), Amazon (Kindle) and Kobo (Epub) and any book store that sells e-books, as well as directly through Smashwords. By the way on my blog site you’ll find snippets of the novel.

For more resources about training, see the Training library.

The current government shut-down is affecting everyone, especially trainers who depend on government contracts to stay alive. As a Federal worker, I went through several government shut-downs, and when it got down to dangerous territory one side caved–a compromise. Here, though President Obama has said, he will not compromise or even negotiate with the Republicans until the shut-down is over. To be fair, as my wife points out, the Republicans said they will not negotiate until they get what they want.

Politics. What a conundrum! And it affects all of us. It should, but in a good way.

In previous shut-downs, the contractors, including trainers, stayed afloat, often expanding their charge because the government agencies were not allowed to hire–just reduce their own budgets. We all got paid in the end. The uncertainty is disconcerting nonetheless.

It’s a little scary for everyone; however, the world knows no one is going to take over the government. That’s a good thing. For the economy: not so good.

Remember, I am apolitical here so don’t try to catch me on one side or the other.

While all this is happening, the debate is over “Obamacare.” I won’t discuss that it’s law and the Republicans should leave it alone. That’s politics. What is irritating for me is that it seems to be over that “word” and not what it entails, which are certain aspects of health care. The Dems try to explain it; I think for sympathy, but their stand is clear. The Reps don’t want to talk about why they don’t want it. Someone needs a good trainer.

If the Reps want to make points, they could at least go into why they don’t like it. They just want to kill it. So, the experts have told us what they want instead. Neither plan will bring costs down in America as much as consumers would like. They make it sound like it will, but it won’t. Why? The issue is health care–not “Obamacare.”

We know there are other big issues at work here. The political lobbies: insurance, medical, and drug companies are some of some of the strongest in Washington. Not only that, they are also the largest campaign donors. Naturally, these lobbies are too strong for government to take on, and a no-brainer for candidates and those currently holding office. I suspect it is easier to pass a bill legalizing marijuana and prostitution than it would be to regulate any industry under the lobby umbrella’s. However, that’s not what’s needed.

We expect government to tell the people the truth. We pretty much live by it. As trainers, the last thing we would do is tell an employee something that was untrue or not the full truth. It seems we Americans were too arrogant to look at how medical care is approached overseas. Please take a look at this terrific video. Why American Health Care Costs Are So High. It tells the fantastic truth about where we stand in health care and poses some interesting questions. The speaker, while sounding a bit nutty, is an American with good stats. Meanwhile, we trainers trudge onward. I’ve seen an upswing of trainer activity on LinkedIn. Most activity I doubt that it is government-related, but it is probably regarding the lack of faith in the government, breeding a lack of faith in the economy. Strike quickly before it gets too bad seems to be the idea. I wouldn’t rush though. The employers already feel the pressure; if you rush, it could be enough to push them away rather than pull them to you.

When the shut-down is over, there will be a big relief for the American public naturally, but also for business, consumers and government contractors as well as trainers and anyone who works in a service business. More contracts will have to be let to fill in the gaps not allowed to filled by government employees. And that will include trainers.

Someone should still talk about why American health care costs are still so high in comparison to other countries. We are told our health care is the best because of our system. Wrong. Our health care is not remarkably better when compared to other first world countries. A long wait to see someone. Check again. If you don’t believe me, check out the video again and his original sources.

Spreading the word is probably not up to trainers either. How could we speak out to those very companies that are a large part of our income, let alone our economy? I hope someone finds a way because we are blowing it.

A disclaimer. This commentary is mine and mine alone, and the opinion expressed here is not influenced by The Free Management Library in any way.

As the Host of the Blog site, I do get to ask that you take a look at my new blog that focuses on other topics than training. My training/speech blog is still out there, but I’m letting it die in cyber space. My best selling e-book, The Cave Man Guide to Training and Development is out. I need to tell you that I know Cave Man is not spelled that way and that is on purpose. The Cave is where we work, play and live. Read the book and you’ll get it. I hope to have two more following it soon. I also have a futuristic e-novel, Harry’s Reality, a look at what happens when society gives up control of the mismanaged dying planet to an evolving artificial intelligence. It is also available at any book store that sells e-books, and directly through Smashwords. By the way on my blog site you’ll find snippets of the novel and a coupon for a free download of my novel through Smashwords.

Happy training.

For more resources about training, see the Training library.

(By the way, I know some trainers use toys in icebreakers and throughout their training, but I’m not going to address that here. Maybe later.)

Some trainers and some employers expect these toys: stacks of pre-packaged company-tested programs. Other trainers and employers expect a personalized, yet professional assessment and work experience, which may or may not include toys. It doesn’t matter how they receive it. You probably know where I stand.

However, you have me asking, “What is the trainer good for? Telling the employer what program he needs” Or, is he or she using the well-known programs (the toys) to impress the employer as a way of gaining entry to the company?

That trainer still has the nerve to call it “customized training.” Here’s where we part ways. I remember receiving correspondence from a company planning a convention that wanted me to put together an entire day of various sessions centered around the topic of return on investment. That’s great! Can do topic! Exotic locale. Luxury hotel and airfare on them.

Here’s the problem for the “Cave Man:” the planning company wanted me there in two weeks. In the letter, it said literally to “pull my training off the shelf.” Since I customize or become terribly creative at times like this I don’t keep much on the shelf, I did a lot of pacing and wondering–for a few minutes–if I should find some off the shelf programs.

That exercise lasted just a few minutes. I’m a customize training kind of guy.

That is not to say, others that use these “toy” don’t have success. I’m sure they have some measure of success or they wouldn’t make a living or be recommended by others. I live outside the “cave.” I see change everywhere. Big change is happening everywhere and in every industry. People are changing, too. Change can mean success–often super success; however, some things never change. Like trust. Like understanding from the companies point of view. Like becoming accepted as one of them. It takes patience, but it’s worth it.

Like the coaches I talked about in last two articles, as I establish a relationship and trust with the company I discover what it needs. I become accepted; there is hope and optimism. A morale boost. Good things. I concentrate with a positive crew by my side anxious to achieve the same goal: positive return on the investment–the company way.

Had the overseas company given me more than a couple of weeks and a contact to give me more information, I would have loved to have accepted its offer. I could have my “dynamic” (he blushes) self given my audience the training it deserved on my terms. It was the only way. My way.

I know this story could have had a better ending, but sometimes we are fixed in how and why we do things. We do what works for us. We defend it to the death as the right thing to do. But this is commentary. As the “great Forrest Gump” would have said, “Life is a box of chocolates. You don’t know what ya git but ya always like the same one.” Or… “Custom is as custom does.” And, I’m not even from the South. Well, Southern California, but that doesn’t count.

This blog came about because I joined with a trainer on LinkedIn and upon looking at his credentials, I noticed that he listed all the pre-packaged training that he used as well as the training he received to allow him to deliver it. So, that’s a different kind of trainer. By listing his number of packages, he was quite impressive–a good selling point. I always hated the selling. Isn’t that ironic? I depended on word-of-mouth recommendations, my website, and my commentary to sell my training. Even later as a speech coach.

Then, I worked most often with companies (not corporate giants that have in-house staff to do what I do) that generally wanted their company name and senior management kept secret. With a few exceptions, for example, when an executive came to me personally and wanted to improve on his own. If you happen to look at my webpage you will not see the Fortune 500 companies or other privately owned well-known companies, or non-profits where I assisted high-level executives with their speeches or assisted in training efforts. By then it was habit I think.

Most training organizations or individuals want a list of companies to show employers as a demonstration of credibility. The companies I worked with, however, didn’t want anyone to know that the “big guys” had a professional speech coach giving them pointers on most of their speeches.

So, what do you do when you have a confidential client list? You give a fair amount of free time to the client first to see if their is a fit…until the client sees value in your work and wants to draw up a contract. Risky, I know, but my earlier life as an actor was even riskier so what the heck.

As always, an acknowledgement to all, please don’t force yourself on a company as the only way to do things. As you see here, I do try to point out the differences. I welcome guest writers anytime. Keep it generic so you talk about all others like you and not just your company (you don’t have to name names) and your name and link will appear. All we ask is that you link back to us.

A disclaimer. This commentary is mine and mine alone, and the opinion expressed here is not influenced by The Free Management Library in any way.

As the Host of the Blog site, I do get to ask that you take a look at my new blog that focuses on other topics than training. My training/speech blog is still out there, but I’m letting it die in cyber space. My best selling e-book, The Cave Man Guide to Training and Development is out. I need to tell you that I know Cave Man is not spelled that way and that is on purpose. The Cave is where we work, play and live. Read the book and you’ll get it. I hope to have two more following it soon. I also have a futuristic e-novel, Harry’s Reality, a look at what happens when society gives up control of the mismanaged dying planet to an evolving artificial intelligence.

Happy training.

For more resources about training, see the Training library.

What would you consider training in a truly foreign country to be? One where you neither speak nor write or read the language, right? I’m not going to make you guess. If you read Part I, you know that I’m talking about Japan. The Japanese actually have three kinds of writing, but I suppose if you were fortunate enough to read one of them you could get along without too much culture shock.

This is about training in Japan. In my case I was there to train high-level executives, including CEOs of huge corporations about American culture or how to do business the American way. Had I been younger, I would have been teaching English as a native speaker to the junior and middle staff. Japanese business executives, for the most part, don’t get where they are, without learning English in school prior to our arrival. At this time, Japan was leading the way for Pacific Rim countries in trade. Although this is no longer the case, Japan is still a primary player and provides a good example to talk about for training purposes.

In Part I, I jumped ahead to some experiences in Tokyo, but here we’ll back up to the research and go from there.

***

Since it would be awhile before I actually went to Japan, I did some homework. My employer stressed that I didn’t need to speak Japanese; however, I wanted to immerse myself in Japanese culture. I began by eating sushi and tried very hard to appreciate the delicate flavors. (Actors dig very deep into their roles and that’s the way I approached this fantastic foreign opportunity.) I looked at every book I could find on Japanese culture; I even read cover-to-cover James Clavell’s huge novels that embrace Japanese culture. As I self-educated myself in Japanese culture, I tried to learn some Japanese as well.

I learned some simple things, too, that every tourist should know like how to use the pay phone. (I suppose now the company would send us a phone with numbers already in the contact list. I would hope.) I learned about bowing. How to present myself. How the rank structure works. I learned that if I got into trouble–got lost, for example, find a young woman dressed in a business suit and ask her to help you. There is a good chance she will be liberated enough and savvy enough to help a foreigner out. If you read Part I, you know that this did happen and it didn’t turn out as planned. It’s funny now when I think of it, but at the time, not so much.

One of the important things I learned was that my clothing called too much attention to itself. I don’t suppose much has changed since then. The Japanese are still conservative in business dress and I still have very little in my wardrobe conservative enough. I’ll just have to tone it down. And that’s what I did then. Still in comparison, I felt garish compared to the Japanese I met with. On the other hand, the club scene and casual dress are different matters entirely.

The older we are the harder we fall. Rule number one: Culture Shock.

I was offered, by mail, my first city: Hiroshima. The hair on the back of neck rose up. All I could think about was my Air Force uniform and the atomic bomb. Then I noticed something else. My work card was filled out with the CEOs of huge Japanese corporations and banks! No, this couldn’t be! They could all speak English so what did they want of me? I was not there to teach them English, but rather American business culture. I was numb. A thought kept repeating in my head: flip it, flip flip it. What did that mean?

Don’t let the details bother you. Rule number two: Culture Shock.

When I calmed down and accepted my new role, I saw the future in training Japanese business culture to American businessmen and women. Then, I received some more mail from my new employers, this time asking my preference for a roommate and such. Also listed was a native speaker contact. I called her immediately and explained my distress. The new assignment for Nagoya came along with my Japanese work visa and a letter from the president of the company, whom I would call upon arrival.

I don’t think I would have ever felt right in Hiroshima. With that stressful item out of the scenario, I had to find something else to worry about so I began questioning my competency. (I never did that in acting; either I was cast or I wasn’t. But here I was.) What did I know about “culture?” About business? What did the Japanese want from me? Thinking about it now, the only way I could have been more qualified might have been a degree in art and music; I had the rest covered. In the Air Force, I worked with small business owners to large corporations, but I was too worried to take care of my own business at the time–acting. All I did was wait and question. I went over and over my “homework.” I needed to be prepared. Sometimes, enough is enough. Get some rest. Relax.

Sometimes it pays to be cavalier like the kid with the backpack. Rule number three: Culture Shock.

The rest of my orders came in. I was to fly to Tokyo for training before taking the superfast train to Nagoya. Sounded easy enough. I changed dollars I had saved to Yen at the bank, packed three big bags and flew Japan Airlines to Tokyo. The ten-hour flight was pleasant enough. I felt relaxed, like I had finally come to accept this new and exciting role. I was used to flying. Planes are planes. Airports are airports. We landed at Narita International Airport. The airport was familiar. The plan was to retrieve one bag and ship the rest ahead to the Nagoya office. Up ’til now everyone I met spoke some English, but the guy behind the desk did not understand what I wanted to do and I couldn’t read the paper in my hands that told him what I needed to do. After some wild gesturing, I was finally able to make him understand what I needed him to do. Should have taken more improvisational classes. Now just one bag to wrestle around and to make a phone call.

The phone call! There I was. There was the phone. Didn’t look like any of our pay phones. I was catatonic. I forgot how to use the phone… My first rescuer, a young woman, didn’t seem to speak any English at all, but saw me petrified before the phone and offered her help. At least, that’s what it seemed she was doing. As if in a trance, I handed her the letter and my change. She giggled a little at the culture-shocked American, but quickly went to business. She dialed and continually put coins in.

“Ohio, Sato-san?” Then she asked me, “You na…nama.” I told her. She spoke into the phone again, then handed it to me.

“Mr. Sato-san? This is Jack Shaw. I’m at the Airport.”

“You stay there. Someone come for you. You will know. ‘Kay?”

“Hai,” I answered proudly, but had forgotten the word for thank you.

He said a very accent-free, good-bye and hung up. I turned and looked for the young woman to thank her, but she was gone.

I never made it to Nagoya, because the company was just as happy to have me in Tokyo, although I’m not totally sure on that one. It was the same type of client base. Over-thinking? Cost some money to get my bags back. Was teased a bit for saying I prefered a female roommate (they asked) and for being culture shocked, but heard worse. One guy who never ate anywhere but Denny’s. Others who fled couldn’t take the independent nature of the job. The alone time. Meetings with execs were in the morning and evening; the day was yours to continue to be culture shocked or enjoy the adventure. The point of all this: don’t go it alone unless you’re young like the backpack kid or want lessons-learned etched in your brain about culture shock. Happy training.

For more resources about training, see the Training library.

Training in another country is not like training in Cincinnati when you live in Florida. Even when that training is simple. There are some other considerations. In the Far East, or Middle East for that matter, there may not be many signs in English or anything close to English unless it is a picture of something. If you are training, you can’t hide behind your training platform forever–especially if you are alone. Unless you speak and read the language, it’s a rough beginning especially in the Asian Pacific Rim countries. Europe and the Americas are easier even when you don’t speak the language; you can still have most of your needs met. Still sound a bit cryptic? Read on.

When I was younger, apparently not young enough (I’ll explain later), and living in Portland, Oregon, I was fascinated with the Pacific Rim countries. I was interested in Japan, which at that time was the most booming of the Pacific Rim countries; although that has since changed, Japan remains a powerful player.

I was born on the West Coast–Los Angeles, but left as a young teen and went to the Midwest. Of course, I wasn’t given a say in the matter. Later, I spent several adult years in Southern California, but most of the time the only business I was interested in was in acting or in playing on the beach. So, this story I’m about to tell you happened after I had gained tons of confidence–or to put it another way I was rather cocky with the attention I had received from doing theatre and commercial acting. Subtle differences.

My resume didn’t impress in Portland so I had to audition for an agent. I had to get new headshots, going from “open jacket, sexy” guy to “rugged, often bearded” northwestern gentleman. I swear that’s what the agent told me. Believe it or not, this is all pertinent information. Actors have to fit in differently in different parts of the country. Even within the look, there are differences. Subtle differences. In commercials shot in a two-day period, I wore rugged clothes as one might expect and carried a chainsaw in one hand; however, in the commercial the next day, I wore a tux and held a martini to my lips with one hand, sipped elegantly and spoke in clipped tones about the gin I gestured to with my other hand. During that commercial shoot, I met a fellow actor who had just come back from Japan, where he had been teaching English, and in his spare time, did a few Japanese commercials.

As if my world wasn’t complicated enough with moving to a new area, I decided at that very moment that I wanted to do that, too. One look at the newspapers told me there were a plethora of opportunities. I interviewed with three companies before I was hired by the largest English training company in Japan. The number of native speakers outnumbered the number of administrative staff and sales. As it turned out all the administrative jobs were held by women (and I don’t mean this in a negative way) who all look 13 by American standards, and it is the men who handle anything to do with money. It was a fact I didn’t see anywhere in the brochures, travel guides or other culture books I reviewed.

In any large city it’s easy to get turned around. Now imagine one where you can’t read a single sign except the foreign logos you recognize atop some skyscrapers or a Seven-Eleven, McDonalds, or KFC.

Here’s what I didn’t know, or what didn’t sink in with my research. Japan is a very conservative country. Women in most cases are still regarded subservient to men. It is not spoken about in public. It just is.

Despite being told by my hosts to ask a young woman in a business suit for assistance should I get lost or need help translating–that she would more accommodating than a businessman, I found that wisdom to be somewhat flawed. I must have been terribly scary because the young woman took off running down the street when I spoke to her. I spoke to her gently, I swear. Since I worked for a Japanese company, a small businessman’s hotel was also a good place to get information.

If you think we have a large subway system…think again. Tokyo station has 27 exits; Ikebukuro, where I stayed, has 23. I had taken the wrong exit out of the station and ended up completely on the other side of it. And, it still looked the same! This wouldn’t have bothered a 23 or 25-year-old. Life is still an adventure at that age. By the way, the Japanese businessman’s hotel desk pulled out a larger map, showed me the error of my ways, and at least got me back into the station. That’s when my head began to spin again… And it began to rain…hard rain. A good Samaritan came (I could see his halo or was that his umbrella) and asked for my map. Every foreigner has one. He led me by hand to my hotel, invited me to his Christian church, and disappeared in the mist. I’m pretty sure that really happened.

Since I was staying in bonsaied Japanese hotel, I did everything the Japanese way–everything–except when I got back to my room the first thing I did was take off a soaked shirt. A gentle rap on the door. The lady of the house or hostess appeared with a pot of tea, then furiously backed away and shook her head, gesturing to my bare chest with her eyes closed. I got it. I closed the door and put on the robe, and re-opened the door to a smiling lady who brought the tea into the room set it down and bowed on the way out. Any Seven-Eleven will show you that skin is not taboo in Japan, but apparently body hair is. Subtle differences.

Not wanting to get lost again, I bought a ham and cheese sandwich at the Seven-Eleven to take back to my room. As a Californian, I had experienced earthquakes before, but never where I couldn’t understand the news following it. It was a bit discomforting. The 23 or 25-year-old would say, “Cool.” Yeah, real cool. For once, I thought it would have been nice to know someone here and not be so independent. My confidence or cockiness was shot; I was humbled.

So, if you get anything out of Part I, take this: it is always best to share in the adventure and don’t leave a man or woman behind.

A final thought. When I started talking about getting lost, you thought I was going to talk about a sea of people or waves of people…and I didn’t. It’s because those waves didn’t involve me. From my perspective, I saw the “waves of people” being pushed on the train; I didn’t know where they were going and that “big hand” seemed bigger than “big brother” invading my personal space, too. I felt trapped. Truly trapped. Held prisoner by my ignorance.

When a foreigner walks down the street or stands in a elevator or on a train or a bus, there is space made for him or her. Foreigners like us. The Japanese are a proud people; some might call it being racist. It’s not really. In their country, they don’t see as many “foreigners” as we do in ours. They make space; it’s polite. It’s not that they hate us; they are genuinely concerned and helpful, but you need to approach the right way, the Japanese way. We expect everyone in the world to act American. Why shouldn’t they expect everyone that comes to their country not do the same? Subtle differences.

In America, we talk about safety in numbers; in Japan, it’s more a matter of comfort in numbers. Better to befuddled in a group than befuddled all by yourself. At least in a group, you can have a good laugh and go on about your business. Stay tuned for…

…another American Training in a Truly Foreign Country, Part II.

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This commentary is my opinion alone and The Free Management Library is not in anyway responsible for its content. I have written several articles of a similar nature. I tend to look at training, the workforce, business management, leadership and communication from a slightly different perspective than you might expect. I published an e-book called The Cave Man Guide to Training and Development in which I explain my reasons for looking at training and development in a different way. I look at it from the outside looking in, from the worker side, from the management side, from the trainer’s, and sometimes from the psychological side. I encourage others to talk about what they think about certain aspects of training on this website as long as they keep it generic. We’ll link to their site, and I hope you will comment here.

Take a peek at my site and you’ll find out more. By the way, I have an e-novel, Harry’s Reality, published by Amazon. It’s a scary look at what the future could be like if we stopped talking to one another and let the devices take over.

For more resources about training, see the Training library.

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.