Most of us have been there at least once in our professional lives: You enter or leave the meeting wondering why you were invited and how you will make up for the precious time you’ve just lost by attending the meeting. And you wish the meeting organizer had stopped to ask “Do we really need this meeting?” before the meeting took place.
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Consider the FACTS and the benefits before organizing your next meeting
To help you decide whether a meeting is worth holding, we ask you to consider the FACTS:
Format
Is a meeting the right format?
For example, if the goal of your meeting is only to relay news to your team, maybe you can save everyone time and send an email instead? Can, for example, everyone on your team make it to the meeting? If you’re relaying important news, will they feel left out? Thinking about alternative formats to meetings can reduce the total amount of meetings you need to have with your team. There are pros and cons of meetings, emails, community updates etc., and there is no right or wrong. You need to make the decision as to which is the right format for each situation.
Aims
Is there a clear, definable aim for this meeting?
A meeting without a specific aim is usually a waste of time. However, there are situations where the aim is vague. Perhaps, for example, you haven’t seen each other for a while. You may not have something specific to say, but explaining the situation helps everyone to understand why they are in the room. And meeting to catch up and network is a perfectly valid aim. There are also cultural considerations here – in some cultures meetings are to get work done, in other cultures they are to build relationships. There is no right or wrong, but a happy medium needs to be established in international environments.
Consequences
Are there negative consequences if we cancel?
If you can’t think of any negative consequences of cancelling, then there’s no reason to have your meeting. If you do cancel with people you’ve already invited though, make sure you offer some explanation. And be honest. Don’t try to make up an excuse for cancelling it. Just explain what you are thinking. The chances are that most people will rate you very highly for doing this.
Timing
Is now the right time to meet?
Perhaps new developments in the near future will make your meeting unnecessary? Do you really need to have this meeting at the same time each week? Why are you calling the meeting in the middle of the holiday period? Giving a bit of thought about the situation now can save time later.
Sense
Does it make sense?
If you answer ‘no’ to any of the questions above, then holding the meeting clearly does not make sense. Cancelling this meeting is definitely the best option.
Three benefits of cancelling an unnecessary meeting
You may be reluctant to cancel a meeting, especially if everyone else around you seems to be in meetings regularly. Here’s why you need to lead the way by taking this step:
You save everyone valuable time – when you cancel a meeting, you and your colleagues can use that time to focus on tasks that add value to your organization.
You save money – when you calculate the resources needed to hold a meeting, the price can be extremely high.
You lead your regular meetings more effectively – knowing when to meet is just as important as knowing how to run a meeting. If you do this right, the participants in your meeting will know that their valuable time is always being used in the most effective way possible.
For more tips and language for managing meetings in English, why not look at our ebooks and related blog posts.
https://www.targettraining.eu/wp-content/uploads/2016/04/Fotolia_71554784_M.jpg9601979Jonny Westhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJonny West2016-05-04 12:15:592016-05-18 17:06:00The FACTS and benefits to consider before you organize a meeting
We all know the feeling. You come out of a meeting, negotiation or a conflict discussion with a difficult team member, and say to yourself, “If I had only said or done this.” Or “Was I too hard on my report?” For whatever reason, you aren’t asserting yourself and addressing the issue.
What do we mean by assertiveness?
Before going any further we ought to agree and be clear what “being assertive” is. We have all experienced managers, experts who have the ability to set people on the right course, give negative feedback without breaking the relationship, or make a tough point without being offensive or hurtful. They handle substance and people equally well …and that is true assertiveness. These people have good communication skills, are blessed with social and emotional intelligence and have reached the fourth level of “conscious competence”.
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Very quickly, here’s the fourth level, explained in more detail:
Level 4 – unconscious competence*
the skill becomes so practised that it enters the unconscious parts of the brain – it becomes ‘second nature’
common examples are driving, sports activities, typing, manual dexterity tasks, listening and communicating
it becomes possible for certain skills to be performed while doing something else, for example, knitting while reading a book
the person might now be able to teach others in the skill concerned, although after some time of being unconsciously competent the person might actually have difficulty in explaining exactly how they do it – the skill has become largely instinctual
this arguably gives rise to the need for long-standing unconscious competence to be checked periodically against new standards
But this takes time, experience and maybe innate ability. So what about us mere mortals lower down the food chain who struggle with the substance/people balance?
Assertiveness starts with knowing our rights and responsibilities
In the world of learning and development we understand that being assertive is being aware we have rights and responsibilities. In other words, we have the right to assert our position, but (especially as a manager) we have the responsibility to be fair and to respect our reports and colleagues. This easier said than done. Furthermore it is often those who tend to play the teddy bear (accommodate), or the tortoise (avoid conflict) who need most support and coaching. People who tend to be pushy, or even aggressive (the sharks), normally feel quite good about themselves. So here are 5 strategies for teddy bears and tortoises.
5 communication strategies that work
Scripting
If you have a difficult discussion coming up, then write down your key arguments, how you can best convince the other party. Script how you address the issue, how you formulate what you want, how you word criticism and other sensitive issues. Unless you are very experienced, just relying on intuition and ‘seeing where the moment will take you’ can be costly.
SPIN
When you want something out of the ordinary from a team member or colleague, then script using the SPIN formula: Situation – Problem – Impact (of the problem on the business) – Need. In other words involve the report by briefly describing the context. Involve them and treat them as adults.
Saying no
As a manager you have the right to say no. If you want to say “No”, then say it but give a reason and maybe provide an alternative. If you want to say “Yes”, then say that too. We have all come across people who appear to say “No” on principle. This might be useful in a negotiation, but counterproductive when dealing with staff.
Broken Record
Sometimes your opposite number just refuses to take “no” for an answer. Provided you are 100% clear on your position, then it’s time to play broken record. Like the old-fashioned vinyl LPs with a deep scratch, you simply repeat yourself, NO plus reason, always using the same wording: e.g: “As I said I cannot give you a pay rise, as there is a freeze on salaries.”, then “I understand your position but as I said ……” and so on. Using this strategy takes courage and should be used sparingly and only with difficult people. Even the most obstinate will get your point after three rounds.
Buy Time
People are not stupid. If they want a favour or a concession, they will approach you when you are under pressure, with no time. This can mean you are unprepared and certainly unscripted. So if you are at all unsure about your response, then buy time: “Let me get back to you when I have finished this.” You will come to regret shooting from the hip and start kicking yourself, “Why on earth did I say that?”
Most of us cannot be assertive on command
Our behaviour is determined by our fight, flee or freeze instincts. Assertiveness is a conscious way of thinking and acting. These five simple strategies will help you develop your assertiveness. But, as with nearly everything, it takes practice.
The 7 dimensions of culture, and how does intercultural theory actually help you in business?
Why is the contract often seen as the end to a negotiation to Germans yet viewed as part of the negotiation process in China? If you are presenting, where do you put your summary? Sounds obvious – but is it? Why should you put your summary at the front when presenting to Americans (bottom line up front) And why would you start big picture and then summarize at the end if your audience was French?
Few things are as complex as human behaviour, and understanding cultures beyond a superficial level is never easy. This is where a little practical theory comes in. If you know that specific cultures like to get to the specifics quickly via an “executive summary” (US, Dutch) and that more diffuse cultures want a holistic view, with a big picture (France, Japan) then you can structure your presentation to be successful, regardless of the nationality of your audience.
In this interview, Dr Fons Trompenaars, the best-selling author of Riding the Waves of Culture and one of the world’s leading management thinkers, explains how theory can concretely impact tangible business scenarios such as negotiating, presenting and leading others.
Effective intercultural training needs theoretical models which work hand in hand with practical exercises and activities – and this is where the 7 dimensions of culture adds real value. It can simplify complexity, and is easy to recall and explain. If you’d like to know more about the model check out mindtools.com, for a great explanation and practical advice.
And we’ll leave you with a final few words from Fons on how culture and communication are entwined.
There’s a great English expression “When all you have is a hammer, everything looks like a nail”. I’ve found this to be a practical starting point when working with clients to build their intercultural competence. Why? Because not every problem comes back to cultural differences! So many other factors play a part in relationships. The first step is to recognize is this actually a difference in culture? And if yes, how am I different to this culture?
How can the Intercultural Awareness Profiler (IAP) and the 4 R’s help you succeed globally?
This is where the IAP and the 4Rs model add tangible value. Developed by Dr Fons Trompenaars, the IAP does a great job of explaining what these steps need to look like, and why “knowing” that Chinese culture value the group’s needs over the individual’s needs doesn’t necessarily translate into performance, commitment and results. During an interview with Dr Trompenaars we asked him to briefly explain the 4Rs model in his own words, and how he saw the Intercultural Awareness Profile tool within the context of the 4Rs.
To summarize…
Recognize
Can you recognize that you are dealing with differences in cultures? How do you as an individual differ from those cultures? For example, ss the different approach to decision making you’re struggling with a cultural dilemma? Or a question of personality? And most importantly – what is the dilemma?
Respect
Can you genuinely respect that the differing approaches are not better or worse – just a different way of operating. Do you respect that they are equally valid and legitimate? For example, is coming to decisions through a consensus as valid as coming to decisions through the “expert” deciding, or by the “boss” deciding?
Reconcile
Now that you’ve recognized the difference and genuinely respect them how do you reconcile the dilemma facing you? What do you do? How can you come to an agreement? How are you going to make decisions?
Root
How will you take what is working and make it part of your day to day modus operandi? Will you forge a team culture that is transcultural (bridges all cultures)?
Doing business with another culture can be many things – exciting, intimidating, rewarding, challenging … and intercultural training should play a key role in helping your team to prepare to succeed globally. But what should you be asking for? And how can you evaluate the many many options out there? A recent coaching session showed the dilemma perfectly. Martin, a senior materials purchaser was about to start a relationship with an Indian supplier – and their very first question to us was “So, what should I do, and not do, when I’m in Mumbai?”.
A “does and don’ts” sort of approach can be useful if you are focussing on a single culture and in a real hurry. Starting from a position of concern and wanting to be aware of tricky situations make sense -but it brings with it a range of difficult questions. Intercultural training doesn’t stop with knowing the do’s and don’ts. Nor does it stop with just theory. But, who knows to say “I have to go to Mumbai in 2 week’s time. I’d like to learn about some theory and an intercultural model”.
The limits of a do’s and don’ts approach to intercultural training
Think for a moment of your own culture. How easy would it be for you to tell someone how they should act when they come to your country? Do all of the people in your country act the same, react the same, or think the same? A list of do’s and don’ts doesn’t explain the reasons behind cultural behaviours, so would it really help you to do business in that country?
Now don’t get me wrong. Do’s and don’ts
can provide a sense of security,
are easy to engage with,
they simplify a challenging situation.
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“Understanding one’s own cultural profile is key to enhancing job performance and bottom line business results when working with other cultures.”
Fons Trompenaars
How does the IAP differ from a do’s and don’t’s approach to intercultural skills building?
Dr Fons Trompenaars is the best-selling author of Riding the Waves of Culture and one of the world’s leading management thinkers. He is also the architect behind the Intercultural Awareness Profiler (IAP) – a self-assessment and diagnostic tool. The Intercultural Awareness Profile (IAP) is designed to assess the personal orientation and choices that individuals make when resolving intercultural business issues. We asked him “How does the IAP differ from a does and don’ts approach? “ , and this is what he said …
Building business relationships through understanding
The Intercultural Awareness Profiler (and the theory of the 7 dimensions of culture the IAP is based upon) offers you a robust basis to understand the dos and don’ts . Once you understand more about why people act a certain way, you can start to think about how you should act when e.g. presenting your product, managing staff, negotiating a framework agreement. The IAP provides a deeper level of understanding, meaning you don’t just recognize but also respect differences between cultures. Without that, how can you build authentic business relationships?
When learning a foreign language, it’s definitely beneficial to vary techniques and shock the brain so that it becomes more alert and is more apt retain information such as new vocabulary. In this vein, listening to native speakers is one of the best ways to learn. The learner can hear how the language is used in a variety of situations as well as intonation and pronunciation. This technique works best when the learner has interest in the topic being discussed; otherwise, the learner loses interest and stops listening. TED Talks are a great place to find interesting topics. TED means Technology, Entertainment and Design, but the talks now cover just about any topic you can think of. One great thing about the videos is that you can choose subtitles (English, please!) or follow along with the interactive transcript if you want. These are helpful tools for understanding an unknown word. I recently perused the website and found a few videos of varying length on the topic of increasing office productivity that I would like to share.
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How sweet are your emails?
How to save the world (or at least yourself) from bad meetings
David Grady shares with us his ideas on How to save the world (or at least yourself) from bad meetings in his talk where he uses the analogy of office furniture theft to explain how and why the listener can and should bring order back to their daily work schedules by avoiding unnecessary meetings. After watching, you can learn how to avoid MAS, too!
Why work doesn’t happen at work
Jason Fried details three suggestions on how to improve productivity in the workplace in his talk on Why work doesn’t happen at work. In it, he explores where people feel more productive and what causes involuntary distractions at the workplace. He compares work to sleep phases where you need long stretches of uninterrupted time to get work done. What is the longest you can go at work without getting interrupted by managers or meetings?
Got a meeting? Take a walk
In her short talk, Nilofer Merchant advises the listener Got a meeting? Take a walk. Not only is this idea good for the health, it also allows you to get out of the office and see things a bit differently. As she says, fresh air drives fresh thinking!
As work gets more complex, 6 steps to simplify
Sometimes work gets unnecessarily a bit too complicated. Yves Morieux has thought about this and came up with six ways towards streamlining in his talk As work gets more complex, 6 steps to simplify. He looks to answer the questions why productivity is so disappointing, why there is so little engagement at work and what this has to do with the increasing complexities faced by businesses today. His answers just might surprise you!
If you found these talks interesting, I suggest you explore other TED talks on a topic that intrigues you. There are many compelling talks available, and the more engaged you are with the topic, the more likely you are to retain any new vocabulary you pick up whilst listening. Not only that, but you can also use the talks to train your ear for understanding foreign accents such as Yves’ wonderful French accent. Let us know what interesting talks you discover!
https://www.targettraining.eu/wp-content/uploads/2016/03/Fotolia_87899349_M.jpg10881746George Barsehttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGeorge Barse2016-04-06 12:45:342018-06-06 12:29:274 TEDs on Increasing Work Productivity
As an InCorporate Trainer embedded in the purchasing department at a major player in the automotive industry, my job is to help participants deal with communication challenges. One of the biggest challenges my German purchasers struggle with is striking the right tone when communicating serious messages. We take concrete steps in training to move away from being too direct by familiarizing participants with the softer phrases we tend to use in English. But how soft do you really want to be when you are not happy and the situation demands stronger language? How do you successfully strike this balance without being perceived as rude or arrogant? Let’s try to answer this by looking at a concrete example:
The situation
A participant recently had to tell a company that they had raised their prices too much for the current economic climate. After years of the prices being raised significantly, they decided enough was enough. They demanded an official statement explaining why this had happened once again, before a formal review of the business relationship would take place.
8 tips to help you strike the right tone
At a time when you may be pretty angry, it’s important to stick to the facts and to avoid emotions showing obviously in a situation that escalates to this level. Having said that, it needs to be clear that you are angry about what has happened. Finding such a balance is really difficult – for native and non-native speakers alike.
Here are 8 tips you can use to help you find this balance in your next escalation email.
Leave out the ‘hope you are well’ style pleasantries.
Use the first paragraph to talk about your history with the company to remind them that you are an important business partner.
Outline why the situation has escalated.
Explain why you think what has happened is not acceptable. Keep it from getting too personal and leave softer phrasing out.
Remind the company again of what they may lose by ruining the business relationship with you.
Make your demand for future action clear. Using phrases like ‘we expect’ or ‘we require’ are clear and direct.
State the impact of the future action.
Use a formal sign off such as ‘yours sincerely’ or ‘yours faithfully’ to make it clear that the situation is serious. The use of formal language is a very good indicator in English that a matter is serious. Usually when we know people in business, the language we use tends to be informal. The shift back to formal in a long-standing relationship is a sign that the relationship is in danger.
The 8 tips in action
Here is an email which shows the 8 tips above in action.
Dear Mr Smith,
(1) Our company XXX has been dealing with YYY for a number of years now and in this time we have established a strong business relationship (2), with expenditure reaching $1.5 million per annum on your products.
(3)Each year the price of the product has steadily risen, first from $9 per unit to $12 in 2012 and then again in 2013 to $14 per unit. You have insisted that higher costs in producing and materials have led to these significant rises and that they are out of your control.
However, upon finding out that the price of the product is now $16 per unit, we believe that this is the result of increased profits on YYY’s part, particularly because the purchasing manager at your company confirmed as much in our last negotiation meeting.
We at XXX believe in keeping business relationships for the long term, and feel it is important to treat your counterparts with the utmost respect (4). At this point in time I don’t feel that YYY is respecting our business, which has amounted to a total of $10 million over the last 7 years and involved us making YYY our preferred supplier of this particular product in that time (5). We expect a statement from you by November 11th, 2015 outlining your reasons for the last increase in price and why you believe this is fair (6).
Once we have received this statement we will decide on our future course of action and review our relationship with YYY accordingly (7).
Yours sincerely,
Ms Muller
Do you have any other tips? We’d love to hear the steps you take towards striking the right tone between outlining the seriousness of the situation, yet not coming across as rude.
https://www.targettraining.eu/wp-content/uploads/2016/03/Fotolia_97644814_M.jpg10581796Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2016-03-30 12:21:542018-06-06 12:29:27Writing escalation emails: 8 tips to help you strike the right tone
A few weeks ago I was chatting to a purchaser who worked in the automotive industry. The conversation drifted to the topic of negotiating and we began to compare countries and styles. The purchaser, a Norwegian, said half in jest but seriously enough, “You English cannot handle silence”. As a full-blooded Brit I can only agree. Many cultures, especially Scandinavians, are more comfortable with silence than others. But why is this? The impact of culture on how we communicate is certainly a factor. When I lived in Sweden I had the impression Swedes and Finns took a long time to thaw out and small talk consisted of a “Jaaaah”. The English, on the other hand, feel uncomfortable with silence and will often fill the air with meaningless chatter.
“A Finn and a Swede go into a sauna. After 30 minutes the Swede says “It’s hot in here”. The Finn replies “You Swedes – you talk too much.”
Why am I sharing this? If, like me, you’re from a culture where communication is direct, silence is a hard skill to master. But whether it’s a cultural norm, a question of personality, or even a trained skill, being comfortable with silence when negotiating is essential if you want to reach your goals. When used in a subtle and careful manner, silence can reshape negotiations and extract surprising amounts of information while leaving your counterpart feeling they are in charge of the conversation.
Value added question + silence = insight
A good negotiator, no matter what nationality, will probably be assertive but charming, have good questioning skills, and handle pressure well. Questioning skills are a must – and here silence plays a role. Silence can prompt your counterpart to share more than they planned to – verbally or non-verbally.
Poor negotiators will often answer their own question: “What price were you thinking of? I was going to suggest something in the region of € 105 per unit.”. Poor negotiators do not ask enough value added questions – a value added question being one that makes the other party pause and consider, e.g. “How did you arrive at that figure?” “What are the consequences for your clients?” “How can we help you sell this concept inside your organisation?” Answering value added questions needs time. Use the silence to observe your partner.
You have the right to be silent
Let’s assume you have asked a good question and the other party is taking his/her time to answer. A few seconds is not a problem, but after ten it can become tense. Learn to look serene and confident, smile at the other party, look at your notes and scribble something. Stay connected to the other party with body language and eye contact. At some point the other party may buy time and say “I’ll get back to you.” Alternatively you can also suggest moving on to another point. But give silence a chance.
And if the roles are reversed you have the right to be silent. Do not shoot from the hip with a half-baked, badly thought through answer. Learn to be comfortable with silence. “I’m thinking this through”, “I’d like to explore this idea, give me a minute” or “I’ll get back to you.” will buy you time.
Learning to use silence in negotiations – the role of training and practice
Silence has to be practised and refined in training or coaching. Training helps you become aware of your relationship to silence; then develop the skills to use it subtly and effectively through role plays, real plays and critical incidents. Training goves you the opportunity to repeat situations and develop awareness, confidence and mechanisms for handling silence. You can practice asking the right questions, leaving room for the other party to develop a sensible answer, practice NOT shooting from the hip, and practice behavioural strategies that make the silence comfortable for both you and your opposite number.
And remember – when negotiating silence is not a threat; silence is golden.
https://www.targettraining.eu/wp-content/uploads/2016/03/Fotolia_80579302_M.jpg11251688Tony Normanhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngTony Norman2016-03-24 12:25:422018-06-06 12:29:27Negotiation tactics – Why silence is golden
Great to listen to, Pellegrino (an Italian/Brit living in Norway) explores how culture is shaped by preconceived perceptions and people see what they want to see. He argues that successfully working across cultures means that you have to accept that your assumptions are not necessarily the assumptions of others. Each culture has different ideas of what is accepted and familiar – and Pellegrino brings this to life with entertaining anecdotes, some great photos and his ability to mimic accents. He finishes with an appeal for transcultural behaviour.
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Why is small talk so big in America?
Riding the waves of culture
Fons Trompenaars
As humorous as always, Fons Trompenaars explores how cultural misunderstanding can cause crisis. He start off with reminding us of the time when Americans were in America and the Chinese were in China and management theories worked – but now we have multicultural teams – so what does today’s manager do?
Fons argues that the challenge today is to reconcile cultures and create a paradigm that works across cultures. He then uses the “pedestrian dilemma” and the “peach and the coconut” analogy to remind us that regardless of where you’re from every culture faces the same dilemmas. The question is how can today’s organizations “crack the line” and build a transcultural organization?
Everything you always wanted to know about culture
Saba Safdar
Starting with a quick look at what is culture (“culture is like water to fish”) this video then looks at the specific cultural dimension of individualism and collectivism (aka communitarianism). Entertainingly, it then looks at how culture manifests itself in communication – with a smile-inducing focus on how individualism and collectivism manifests itself in insults and humour.
This is the first TED video I’ve seen where the speaker asks the audience to please shout out insults and then says thanks after hearing “moron”, and shows how insults changes across cultures based upon the importance of the individual versus the importance of the group. It then turns to humour and it does and does not cross cultures. The video clip at 14:55 where the Australian newscaster is telling a joke about the Dalai Lama to the Dalai Lama is cringe worthy.
https://www.targettraining.eu/wp-content/uploads/2015/09/working_effectively_in_virtual_teams.jpg27932793Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2016-03-16 12:43:592018-06-06 12:29:273 Entertaining TED talks on culture
The purpose pyramid is one of the simplest and yet effective communication models for introducing a presentation, opening a meeting or organizing your thoughts that there is. It is so simple, in fact, that no one seems to take credit for it though you will find it in the work of many communications gurus. The four questions in the pyramid aren’t special by themselves, but together they offer a powerful way to connect what you want to do with the goals and needs of your organization, no matter what business you are in or function you perform. Why? + What? + How? + Who? = Alignment. The Purpose Pyramid makes it easy for you to structure your communication – in any situation.
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Why?
Why is where you share or remind your team about the deeper meaning and purpose of the organization. This is the reason that energizes you and your colleagues as well as your customers. What’s your why? Your purpose is best when it brings the energy of your team together and they can all see themselves in it. It should also attract internal and external customers to your work.
A band plays music, by definition – but wouldn’t you rather see a band whose purpose is to give you high energy and a memorable musical experience?
At a more nuts and bolts level, you can also apply the why to day-to-day interactions and situations. An example could be to state the purpose (why) of a meeting on the agenda for everyone to see. If there is a question about being on track, the team can refer to the mutually agreed purpose of the team.
What?
What refers to the tasks you and your team need to get done to contribute to making your purpose a reality. At their best these tasks are things you can track and observe easily so all can know when it is accomplished. For example, to have better meetings is not a clear task. Having everyone contribute to the meeting is a clear task. The SMART principle is a great model to use, just remember they should in some way contribute to achieving your purpose.
An example could be to make task identification a two-step process. Instead of automatically identifying who should complete a task at the same time as identifying the task, outline just the tasks first. Going through the how before identifying who will help team members to know what they are committing to.
How?
How is where you turn to your method, approach or process, How will you get your tasks accomplished? For example, sticking with the “better meetings” example, if my task is to have everyone contribute to a meeting, I could tell the team members I expect them to contribute and hope for the best or I could use a polling technique in the meeting to give each attendee the space to speak uninterrupted.
If a task is complex, the “how” could be a process or procedure that helps to complete the task effectively and efficiently. If you have standard operating procedures in place, this is the time to stress their use.
An example could be to identify the resources and process necessary to complete a task before asking who will do it. Leaders get a chance to offer support to the team and may encourage team members to accept a stretch task because they know how they will be supported.
Who?
Who refers to the individual and collective commitments or expectations that match your team to the tasks at hand. In most meetings the who stage tells how well we’ve done the other stages. If team members recognize and connect with their purpose, the necessity of a task and the process and resources to get it done, it’s a lot easier to agree to do them. With the clarity you’ve built earlier, it is easier for you to ask for what you want while committing to do what is necessary to support your team. A great question at the end of a meeting is “what have we agreed to do?” to check agreements without sounding like a task master.
Browse our blog for more tips and tricks
And/or let me know of any other useful communication tools that always work for you. I look forward to hearing from you!
https://www.targettraining.eu/wp-content/uploads/2013/08/Fotolia_38740085_L-e1377761708797.jpg3501013James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2016-03-09 12:32:242020-07-01 13:59:59Powerful Communication – The Power of the Purpose Pyramid
The first time I used a game in the Business English training room it failed – miserably. Actually, from a training point of view it worked pretty well as participants were talking a lot and interacting in an authentic, interested manner with each other. That was the aim of the session. In fact, being a business fluency class, it was really the aim of the whole course. But participants didn’t see it that way. They went straight to my director, complaining that the class had been a waste of time as they had to play a game.
What went wrong? This experience happened twenty years ago and the participants were heading towards retirement. I don’t think that it is time or age that explains it though. It has more to do with participant expectations, their perceptions of an activity’s usefulness, and the training department and trainer’s need to “sell” the training tools we are using to get participant buy-in. Looking back, I definitely didn’t sell it well enough.
Three ways to sell gamification to training participants
Gamification is all the rage in training at the moment and is one of the top training trends for 2016. And there are lots of tools out there to help the trainer convert the training room into a fun, interactive, engaging place to learn. Most of us working in training know that this is a good thing. Let’s look at some ways training managers and trainers can convince participants that games are not a silly, waste of time in training. We need to show them that games are a very valid way to learn, retain and use what has been taught, as well as being a great diagnostic tool to find out more about what they still need to know.
We’ve found that taking these three steps really helps to make participants feel ready to take on any kind of activity you want to give them. They’ve just got to know why.
Ensure you and your training provider share the training methodology before the training begins
Participants in any form of training have to know what to expect. Take language training for example. People have learnt languages in many different ways, but most commonly at school where the focus tends to be on grammar and accuracy. Traditionally they expect the teacher to stand at the front of the room and ask individuals questions. In language training, intercultural training and leadership training today, trainers are encouraged to act as facilitators and resources rather than to stand at the front of the class and talk at the class. The shift from this kind of traditional school teaching to a trainer who facilitates learning and makes participants play games and talk about their own experiences is a big leap. And it needs explaining before the training is even purchased.
To consider: Does your corporate training catalogue describe the training styles and tools that will be used in the training room?
Ensure your training provider shares the aims at the start of the training session and again at the start of the activity
You can generally get adults to do anything in the training room – as long as they know why. General course aims are often explained and shared right at the start of the course in the first session. They really need to be shared right at the start of the session and when setting up each activity too. Here’s a couple of simple ways trainers can be using to get participant buy-in:
At the start of the session, write up your main aims in the corner of the board of flipchart. You can then tick them off as you move through the session and draw the participants’ attention to the fact that you’re doing this and that they’re making great progress.
Start each activity by explain “why”. All you need to do is add a “so that”, “in order to” or “because”, and it helps to link your rationale back to the aims you outlined at the start of the session:
I’d like you to work together and play this game so that…
In order to …… we’re going into divide into two teams and…….
Finally, check that everyone is OK with that. A simple Is everyone OK with that? or Does everyone feel comfortable with that? goes one step further towards making participants feel that they have been included in the decision-making process as well as giving them an opportunity to say that they don’t want to do whatever the trainer has just asked them to do.
To consider: Do your trainers and training providers share their aims at regular intervals? At the start of the program? At the start of each session? Before activities?
Ensure your training provider is debriefing effectively
Training providers need to be getting the participants involved in the rationale and evaluating the usefulness of an activity. They need to give them the opportunity to decide if they think they would benefit from doing that kind of activity again. Creating a dialogue helps to build rapport, increase buy-in, and build a positive learning environment. And a positive learning environment will help move participants along their learning journey. Here are some ways of starting that debriefing dialogue:
Why did we do that activity?
What did you get out of that activity?
How could that activity be improved?
Would you want to do that kind of activity again?
Trainers should go back to their list of aims on the board. Review this list and mark what has been covered, and what hasn’t. If some aims haven’t been met, this should be discussed with the participants.
To consider: How well does your training provider debrief training sessions?
https://www.targettraining.eu/wp-content/uploads/2016/03/Fotolia_103886461_M.jpg11711622Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2016-03-02 12:36:322018-06-06 12:29:27How to convince participants that gamification is a good thing
All owners and managers dread hearing “I’m just here for my paycheck”. It’s crucial for all establishments to have a culture that employees can relate to, and this means building a working environment where employees share your mission and vision. Large organizations may have a strong overall culture; but the specific cultures within each department and team are just as important. We want our staff to feel attached to the mission and vision of the company. But how do we do this?
I’ve worked with many companies working in the service and hospitality industry in the US and Asia. One problem I’ve noticed is that whenever people begin to talk about building the right culture within a department it can quickly become too abstract. This doesn’t need to be the case! Let’s think of culture as a pizza (or a “pizza pie” as we say in the States). There are several layers in developing a successful and delicious pizza and every layer is essential. Building an effective company or team culture is similar – each layer has its own role to play in impacting the work environment and the bottom line of the organization.
The Dough
The dough is our foundation. When managers and Human Resource departments hire new candidates, one criteria they should look for is the candidate’s commitment or we could say “Is the candidate passionate about what he/she is trying to achieve?” We need to hire those who are passionate and enthusiastic about their roles.
The Sauce
Dough would be tasteless without the sauce. Sauce can be described as core skills and behaviours for the organization, and one-on-one time with new hires is essential. On-boarding training is key too. I consulted a business called Reggae Bar Phi in Thailand. They wanted all new candidates to jump into the job and weren’t spending any time on induction and training. Taking the time to train new employees meant that employees knew what they were doing, why they were doing it and how their roles and actions impacted the bottom line. On- boarding should have a company-wide element plus be customized to fit the department’s objectives.
The Toppings
We’ve got the dough (a passionate candidate) and the sauce (essential training). We all have our own favorite toppings for our pizza – and this is where acknowledging and working with individual diversity is essential. For instance, in the hospitality industry, it’s important that all team members bring their own unique charm to the table to customize a guest’s experience at the hotel. Managers and Human Resources hire employees because they see the unique aspect in each individual that could impact the company. I strongly feel that leaders should build an atmosphere where employees feel comfortable being themselves and playing to their individual strengths.
I had the privilege to work for a great manager at a wonderful hotel in Orlando. One of the key characters my manager asked for was that I be myself. She told me “Bring out the charm in you and wow the guests”. This is an important statement. It’s hard to change a person’s personality and characteristic, but leaders can craft those inner talents towards the establishment’s goals. Allowing employees to bring their personal skills and assets to the table drives commitment, engagement and quality.
The Oven
Have you ever eaten pizza raw? Of course not, we need an oven to fully complete the process. Leaders and Human Resource departments should be there to support individuals and departments to achieve their goals. Employees must feel connected to the organization. One client shared her approach as “Treat employees like you want them to treat external clients”. This can be extended to treating colleagues with the same respect – after all we all need support from one another. Employees need the support from their supervisors or leaders. Front desks can’t run a hotel without the support from the housekeeping department. And a logistics team can’t function without the IT support team.
I’ve used my “Pizza Mind” metaphor to help hotels improve their Market Metrix score and ranking of the departments from the lowest to the winning department of the year. In addition, it also helped to increase staff retention and morals. The main objective of implementing the “Pizza Mind Metaphor” is to help organizations create a stronger and effective culture where employees can be the competitive advantage in the market. No competitors can replicate this recipe of building “intangible assets” within the company.
About the author
I have worked professionally in the hospitality industry for more than 7 years. I am currently getting a Master degree in Human Resource Management. I’ve helped train several departments to achieve both departmental and organizational goals. I have consulted and improved employee’s engagement at various small businesses locally and internationally.
Earl Dechsakda
https://www.targettraining.eu/wp-content/uploads/2016/02/Fotolia_102698599_S.jpg566849Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2016-02-24 12:38:272016-03-03 16:52:51Can a Slice of Pizza Make a Difference? – building alignment in service industries
It’s 11:00 on Monday morning and your team, spread across the world, is about to dial in to a virtual meeting. Why? To update each other on what’s been going on over the past week, and what might happen over the next few weeks. In theory this could be really interesting, useful and beneficial, if it weren’t for the tight deadlines you have this week, and the knowledge that you’re going to be putting in a few late nights to meet them. Do you really need to spend time listening to Thierry, Namrata, and Quentin talking you through their week when you’ve got so much to do?
The reasons why weekly update meetings contribute to the success of the team’s performance
They keep you all in contact with each other. Emails are useful, but you don’t talk to each other. There is no real chance to build rapport and trust with your colleagues on the team.
They give the manager a chance to talk to and relay information to everyone at the same time.
Things happen in the week and everyone then knows that they have an opportunity to talk about them on this regular occasion. Unless something has to be dealt with right now, you can save it until then and not interrupt everyone during the week.
High performing teams help each other in difficult situations. If you don’t go to that meeting and share the fact that you are under pressure, nobody will be able to help you out. Everyone is, after all, working towards the same goals.
What makes weekly update meetings great?
There are, again, so many factors that could make these meetings great. This starts with recognizing that there are problems, and dealing with them. Here are a few suggestions:
If everyone is well-prepared and sticks to the agenda.
If everyone takes turns to speak.
If everyone shows interest when the others are speaking and reacts to what the speaker is saying.
If the language used is clear so that everyone can understand.
If the agenda varies from time to time. These meetings do run a risk of becoming routine. If you change the contact from time to time, this can help with the interest level.
If everyone commits to agreed rules.
If people refrain from doing other tasks at the same time as the meeting.
The alternatives to having a weekly update meeting
Do you simply want to update and be updated or do you want to help improve your team’s performance? If you’re looking for alternatives to the weekly meeting, then these options might be useful.
Email
There is definitely a time and a place for emails, and they serve the purpose of conveying information. But they can be misread, and they can also be not read. There is no interaction and you have no chance to discuss responses with everyone at the same time unless you want an inbox bombardment.
A team portal or community
A lot of organizations now have their own internal social network. You can use communities for a wide range of purposes. You may also have a portal for your team. Why not use this to post updates before the meeting and then ask team members to talk specifically about one or two of the points? Alternatively they could ask questions on the portal/community that they would like help with. If everyone else has seen the issues in advance, then they have time to think, and will have something to contribute.
What is the structure of the update?
Just like with meetings, it is useful to give team members a common structure if you decide you’ll use email or an online platform for your weekly updates. Ask yourself:
High-performing teams do not spring into existence simply by giving a bunch of people a common goal. Putting together a team is easy, but making them perform to the best of their abilities is something else altogether. Having a successful team is not something that will ‘fall into place’ either – no, not even if you really, really want it to… It takes time, dedication and understanding to build an effective team, and probably a few more things besides that.
With that said, let’s look at some tools for teams…
Meet ARCI
You’ve heard of ARCI, right? There can be a slight affirmative murmur in the training room at this point, or no sound at all. Like so many other tools, ARCI can be implemented in a variety of business scenarios. ARCI can handle large scale scenarios, as well as the smallest process. By taking a structured approach like ARCI to role assignment, you can identify who’ll be doing what and what not on each team task. If done (and followed) correctly, it minimizes the risk of overlaps and confusions. Without further ado, ARCI identifies who is:
Accountable – this person is the “owner” of the work. He or she must sign off or approve when the task, objective or decision is complete. This person must make sure that responsibilities are assigned in the ARCI matrix for all related activities. There is only one person accountable.
Responsible – these people are the “doers” of the work. They must complete the task or objective or make the decision. Several people can be jointly responsible.
Consulted – these are the people who need to give input before the work can be done and signed-off on. These people are “in the loop” and active participants in a task.
Informed – these people need updates on progress or decision, but they do not need to be formally consulted, nor do they contribute directly to the task or decision.
Here’s an example.
ROLE A
ROLE B
ROLE C
ROLE D
TASK 1
A
R
C
I
TASK 2
A
R
I
C
TASK 3
C
I
A
R
ARCI is one of a mountain of tools that helps you define your team. But there are others…
What type of learner are you?
Do you colour code and highlight your way through documents, or do you write notations and questions as you read? Do you prefer graphics and visuals to reinforce learning? Or do you prefer to use tunes or rhymes as mnemonic devices to remember information? Do you learn more effectively via self-study, or via group activity?
The answers to these questions matter greatly in a training environment but they are also relevant in successful teams. Long instructional emails or manuals are difficult to digest for an auditory or visual learner. Or, consider the differences between someone who learns by trial and error and someone who learns from detailed how-to examples.
An interesting place to start learning more how each team member can contribute to the team, is by looking at the Belbin team type inventory. The Belbin identifies nine different team roles. Each role has strengths and weaknesses, and, keeping personal preferences in mind, tasks can be distributed according to the preferred team role rather than by company hierarchy, technical skills, position or experience.
Here’s a short overview of Belbin’s 9 team roles. For a more complete description, including the typical strengths and weaknesses of each role, see here.
Resource investigator
They provide inside knowledge on the opposition and made sure that the team’s idea will carry to the outside world.
Teamworker
Helps the team to gel, using their versatility to identify the work required and complete it on behalf of the team.
Co-ordinator
Needed to focus on the team’s objectives, draw out team members and delegate work appropriately
Plant
Tends to be highly creative and good at solving problems in unconventional ways.
Monitor Evaluator
Provides a logical eye, making impartial judgements where required and weighs up the team’s options in a dispassionate way.
Specialist
Brings in-depth knowledge of a key area to the team.
Shaper
Provides the necessary drive to ensure that the team keep moving and do not lose focus or momentum.
Implementer
Needed to plan a workable strategy and carry it out as efficiently as possible.
Completer Finisher
Most effectively used at the end of tasks to polish and scrutinise the work for errors, subjecting it to the highest standards of quality control.
“If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills.”
C. G. Jung
The combined individual profiles of team members can be translated into a team type indicator. Here’s an example of a team with the team identity ESTJ. The first graphic explains the combined strengths of the team members – these are the behaviours that come naturally to them.
And then there’s the flipside. The same team identifies as being INFP. This graphic shows the areas this team needs to be aware of because its team members don’t naturally exhibit them.
Whereas Belbin’s focus is on the balance of team roles and tasking, the MBTI profile is about raising awareness of each other’s preferences and understanding their preferred way of working and communicating. The emphasis is on preferred. Many factors can influence someone’s behaviour in business. It’s not as simple as placing someone in a box of type, or finding the right balance of different types in your team. There is no right balance of type. Every team can work, if you’re interested in knowing who you’re working with.
A short personal disclaimer
I’m not certified in Belbin or MBTI, but some of my colleagues are. They can tell you much, much more, if the mighty Internet doesn’t give you all the answers. I’m not an expert on any of these tools, but I have found them very useful in the various teams I have worked in.
https://www.targettraining.eu/wp-content/uploads/2013/11/Fotolia_44221889_L.jpg13712700Brenda Vansetershttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngBrenda Vanseters2016-02-10 14:09:472018-06-06 12:29:27Tools for teams
It seems as though 2016 has only just started, but it’s February already! We know you’re really busy, so we thought we’d help out by reviewing 8 of the best management books from 2015 for you. If any of the summaries grab you, why not read the whole book?
This (Target) eBook
1001 Meetings phrases is a useful toolkit of phrases for the most typical meeting situations you find yourself in…
Did you know that actually the right team size is usually one fewer that most managers think they need? And that “chemistry” doesn’t equate to team success? Can you spot the right moment when one team needs to be dissolved to create another very different team? And are your teams really leveraging multicultural values as a strength?
Written for today’s managers, Team Genius reviews and explains the latest scientific research into how teams behave and perform and uses simple case studies and examples to bring it to life in a way that any manager can relate to.. It shows that much of the accepted wisdom about teams just doesn’t hold true – and then goes on to outline “new truths” and how to achieve them.
George Everly Jr, Douglas Strouse and Dennis McCormack
If you get turned off when you see the author is a “great business school professor”, “world-famous CEO” or “top management thinker” then this might be the book for you. Everly, Jr.is an expert in disaster mental health, and McCommack is a former Army psychologist and was one of the first original Navy Seals.
Drawing heavily on the psychology employed by US Navy Seals plus other examples from all walks of life, this book focuses on how we can each build our resilience and be “stronger” when everything seems to be falling apart. More importantly the book outlines how we need to practice building up our resilience (psychological body armor) before we actually need it. The five key factors the book explores are
Active optimism
Decisive action
Moral compass
Relentless tenacity
Interpersonal support
Each area is outlined in detail with case studies and research. A quick warning though – being written by 3 psychologists, it’s not an airport quick-read.
When you think about it, it’s amazing that this book hasn’t been complied sooner – management and leadership books aren’t a 20th century creation. General fiction, biographies, great literature etc have reflected core management and leadership questions for centuries.
This anthology draws our attention to 102 stunningly diverse extracts from fiction, speeches, anthropology, letters, songs, and even the odd occasional poem! The extracts from Machiavelli, Macbeth, Ghandi, Didion, Ovid, Melville, Mandela, Lao Tzu, Orwell plus many many more all invites us to step back and think about leadership. Excellent reading for just before you take the dog for a long walk.
“They just don′t know how to behave professionally.”, “They know how to text but they don′t know how to write a memo.”, “They don′t know how to think, learn, or communicate without checking a device.”
Today′s new young workforce (also known as Millenials or generation Z,) has so much to offer – new technical skills, new ideas, new perspectives, new energy. All great stuff- but Tulgan also argues that research shows that employers across industries feel that too many Milennials have weak soft skills. As a few of the many case studies outline “they only want to do what they want to do” and ”his technical knowledge far surpassed anyone else in the firm … but his communication made him seem so immature”.
Renowned expert on the Millennial workforce Bruce Tulgan offers concrete solutions to help managers and HRD professionals alike teach the missing basics of professionalism, critical thinking, and followership. The book includes 92 step–by–step “lesson plans” designed for managers to use, and these include “take home” exercises, one-on-one discussion frameworks and training room activities.
In a nutshell, I can’t imagine a more complete or practical book than this.
Leading a global organization is no longer just a big businesses challenge. Even small company owners can be leading a virtual team that includes people from all over the world – and just yesterday we spoke with a HR manager with 60 employees in 11 countries and 23 cities.
This books aims to guide you through this new business environment. It features stories from people in critical roles around the world, advice based on practical experience, and shares new research which outlines the distinctive challenges of leading in a virtual and multicultural environment … and cultural awareness isn’t enough! Happily the book also includes strategies, tools and tips for working across cultures, leading virtual teams, running a matrix team, integrating an acquisition and developing the agility needed to innovate in such an environment. Personally I found it aimed more at larger mature organizations, but still worth a read … and we integrate many of the elements into our Working in Virtual teams training.
Despite receiving 1,5000,000 job applicants every year, Google spends twice as much on recruiting as comparable companies. Why? Because top performers are usually doing very well where they are and not looking to move. So Google works to identify these performers and cultivate their interest. But while Google spends considerably more on recruitment than most companies it also spends considerably less on training, believing top performers need less training.
Laszlo Bock, Head of People Operations, joined Google when it had just 6000 “googlers”, and in this book he shares the different recruiting and talent management practices Google use and have used. Although sometimes bordering on self-congratulation, the book is very much-action oriented with each chapter outlining a clear to do – Become a founder, Don’t trust your gut, Why everyone hates performance management and what we decided to do about it, Pay unfairly.
Have you ever wondered why you become so irritated around a specific colleague? Or questioned why your communication skills fall apart when presenting to a certain team? Goldsmith is an executive coach, and in this book he examines the triggers that can derail us – and how we can become the person we want to be and stay on track.
Perhaps common sense, but our reactions don’t occur in a vacuum. They are usually the result of triggers in our environment—whether this be specific person, situation or environment. .But how do we actually change ourselves? Knowing what to do doesn’t mean we actually do it, right? This book outlines how we can overcome the trigger points in our lives, and actually change to become the person we want to be, Drawing on executive coaching experience the authors use a simple “silver bullet” approach – daily self-monitoring, using active questions which focus on the our effort (and not the outcomes).
Do you wish you actually had the time and the space to be the manager and leader you know how to be? Introducing the idea of “outsights”, Herminia Ibarra, -an expert on professional leadership and development at INSEAD — shows how managers and executives at all levels can make an impact by making small but crucial changes in their jobs, their networks, and themselves. She argues that managers and leaders need to act first then to think – and to use the “outsights” resulting from the experience as a basis for meaningful individual growth and enabling of people and organizations. Joe Kaeser, CEO of Siemens AG. summed it up nicely as “transforming by doing”
The book is full of engaging self-assessments and plenty of practical advice so you can actually build a plan of action. It can be a bit heavy going but stick with it.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_48820712_M-e1379323674704.jpg270405Scott Leveyhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngScott Levey2016-02-03 13:25:142020-07-01 13:59:598 great books for busy managers you may have missed in 2015
From my years working in HR, I know that employees don’t often ask HR for help. At least, that is what it was like for the companies I worked with. As HR consultants, it is our job to give guidance and support to enable our colleagues make better decisions. Our roles are operational, not strategic, and, if we do our jobs right, we are practically invisible to other departments and employees. When a problem arises on the operational front, HR is consulted, but not always, or only when the situation has “gotten out of hand”. I’ve often stood and asked myself “why didn’t you come to us for advice or help before?” For HR consultants to become trusted advisors to every employee in the company, here are five of my ideas.
1. Advertise what you can do
‘You don’t know what you don’t know’. In other words, what is someone going to ask, if they don’t know what you can help with? Tell others what you can do for them. You can advertise your services via a newsletter, via posters on the wall, via Q&A pages on the intranet, etc. You can even write simple case studies, describing what you have done for someone in the past.
2. Listen for context and unspoken words
Listening for information that employees aren’t saying is very important. When we can listen for the context around what is happening, not only the content, we can get more information and offer better solutions.
3. Ask before you tell
One way to be clear about the needs of employees is to clarify what we have heard from them. Questions like “Let me check to see if I understand…”and “I heard you say these things are important, is that right?” lets the other person know you are listening and thinking about their needs before you give advice. It also helps you to make sure you understand what they are saying.
4. Begin with the end in mind
Questions like “What outcome would you like to see?” and “What is the most important behaviour to change?” help employees to see the end of the process – not just the first step to solve a problem. By focusing on the overall outcome, you can offer methods your internal clients may not have thought about.
5. Don’t say “no” if you don’t have to
“What I can do is…” can be the most powerful tool in your phrase book. Why say, “No, I can’t do that” if you don’t have to? I know this can be a cultural point, but focusing on what we can do for our internal clients instead of what we cannot shows them that we are willing to problem solve together.
These tips are based on my personal experience. If you work in HR, or if you have recently dealt with a situation involving HR, and if you have any additional tips for our readers, please use the comments box below.
https://www.targettraining.eu/wp-content/uploads/2013/09/circle.jpg5581082James Culverhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngJames Culver2016-01-27 15:29:172018-06-06 12:29:285 tips for internal HR consultants
After a cursory glance at recent headlines on FIFA, IAAF and VW you might be forgiven for thinking internal auditing and corporate governance have failed spectacularly. On the assumption that all these organisations have a functioning internal audit system in place, I can only assume that the most concise, most clear and most complete audit report does not stand a chance against a political decision taken in the upper echelons of an organisation’s management – which brings us to our message: despite these high profile negative examples, an audit report should support management in their decision making. So how do I, as an internal auditor, ensure my reports drive decision making?
Writing your internal audit report with your reader in mind
The answer is in a nutshell accessibility and readability. Let’s start with the reader, the manager. Try a little organisational empathy and put yourself in his or her shoes. They want clarity on the key issues; time is a factor so they want the issues visibly flagged up. In my experience of working with various audit departments I have seen corporate guidelines which demand all audit reports are minimalist and reduced to bullet points consisting only of problems and measures. At the other extreme I have seen “traditional”reports, complete with footnotes and dense prose, which would make Sir Humphrey from Yes Minister green with envy. So, obfuscation or clarity?
Balancing your content and context when writing internal audit reports
As we deliver training on report writing for internal auditors , let me come off the fence. I recommend a minimalist approach. Your organisation should agree a report structure that sets out the information efficiently. I would also recommend standard language and formulations so as to ensure consistency and common understanding. The manager should be able to say, “My focus was directed immediately to those issues that needed action, I was quickly aware of the probable causes and there were concrete proposal for improvement.” The auditor should be able to say, “I was able to organise my working notes quickly and efficiently and did not need to spend too much time deciding which structure and which formulation to use”.
Of course an audit report should be written clearly, concisely and completely. Yet more important for the decision making is the report format and formulations and how the information is organised. It might not be pretty but it will drive decision making.
https://www.targettraining.eu/wp-content/uploads/2014/02/Aktion-256-e1391415520837.jpg11222048Tony Normanhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngTony Norman2016-01-20 12:41:512018-06-06 12:29:28How to ensure your internal audit report drives decision making
Here’s an extract from a recent initial needs analysis I carried out with a client who had booked English training for a global change management project. This is just one example of how we’ve seen that training requests for communication and soft skills are becoming more and more specific. If you work in an L&D department, you’ve probably noticed this too.
Me: “Why are you interested in developing your team’s English skills?”
Client: “I need my team to be able to improve the way they use language to communicate the changes we need to make across the company. My team will need to spread the message globally using our intranet, internal social media platform, and through presentations and workshops. The way they communicate will need to be adapted according to the cultures e.g. Japan, Brazil, and the US. We need help establishing a style and communication campaign that will make everyone want to get behind the changes and drive them forward”.
This statement alone says there is a need for intercultural skills training with reference to over 40 countries where the changes will be made, creative ideas for marketing campaigns, how to write effectively for social media, how to achieve a global corporate writing style, presentations skills, workshop facilitation skills, and the list goes on. And no-one has even mentioned English yet. Basically, the client needs all of this, but in English – so she booked an English course straight out of a catalogue, because couldn’t really find anything that fitted her needs exactly.
If you’re a participant in a standard Business English course, you may have noticed how the book you’re moving through, doesn’t always fit your needs. You’ve got really specific situations you need to use English for and there is no way they will be dealt with in an off-the-shelf course. If you’re a manager, you’ve probably spotted specific situations where you think your employees could benefit from some training support. You look at what the training department has on offer, but nothing seems to quite fit.
The starting point of effective training design should be the needs of the participants
This is precisely why we shy away from offering a catalogue. (Don’t get me wrong, we have a catalogue, because that’s what potential clients often request). But a training catalogue simply offers “standard” courses. Those courses are written in advance without detailed knowledge of the participant or their needs. They can of course be adapted to a certain extent. But shouldn’t the starting point of effective training design be the learners themselves? How can pre-designed courses really meet the training needs of the department or individual? Surely the ideal way is to listen to the client, dig deeper into their challenges, and look for solutions that will solve their problems?
The pros and cons of taking the individualized approach to training solutions
The pros
The training is completely tailored to your needs.
The results are immediately transferable to the workplace.
Improvement in performance on the job is evident.
The relevance ensures a happy learner.
The cons
You really need to be able to and want to listen.
You need training partners who are highly skilled in analysing needs based on limited information – everyone says they can do it, but it really is a skill, and it’s hard to find people who can do it well.
You need time. And time, when it comes to training design and materials development, can translate into money.
You need to evaluate the cost, often with the purchasing department. It can be hard to justify the cost of individualized learning to people who may not see the benefits of the immediate transfer to the workplace.
You need to move away from the simplicity of offering what is in the catalogue as a “take it, or leave it” solution.
You need to work with trainers who are adaptable, reactive, creative, and enjoy thinking on their feet.
It might be more difficult to sell to clients.
It might be difficult to measure concrete results e.g. with a test
OK, I admit, the cons list is longer, but how many of them are real problems? Solutions are easy to find to all of them. It might take a bit of effort and extra time before the training is organised. But, ultimately, an individualized training program will save you time and money in the workplace.
If you are interested to learn more about our needs analysis or individualized training design, please get in touch with me, or one of my colleagues. We’d be delighted to tell you more.
https://www.targettraining.eu/wp-content/uploads/2016/01/blog1.png4851052Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2016-01-13 13:01:372018-06-06 12:29:28How can you react to increasingly specific requests for training?
If you are a line manager, you probably need to think about training for the people who work for you. But, how do you decide what training is necessary? How do you set the training goals? And how do you know what will actually provide real, tangible results?
Start with the end in mind
The best way to think about training goals is to start with the end in mind. Don’t ask, “What training do I want?” Instead, ask yourself, “Why do I want training?”
When you start with the end in mind, you define what you want to achieve with the training. In other words, why have you decided to invest money in your people?
4 questions to ask when identifying your teams training goals
The first question really needs to be answered before you can start thinking about actual training. Once you have answered the first question, you can sit down with a training provider and let them help you to answer the other 3 questions.
What result(s) do I want to see?
What behaviour needs to change so that this result can be achieved?
What skills, knowledge or attitudes do my people need to learn to change this behaviour?
What sort of training is most appropriate for learning these skills, knowledge or attitudes?
A good training provider should be able to help you to define the behaviours which support the results you are looking for. They should be able to help you to decide what skills, knowledge and attitudes affect these behaviours. And, finally, they can suggest alternative ways for delivering training which will ensure that your people learn and put these behaviours into practice in the best possible way.
Don’t ask ‘what’, ask ‘why’
So remember, first you need to think why you want training. From here, you can decide what training will help you to reach your goals. For more tips on training goals and budgets, make sure to download our eBook “Making the most of your training investment” to help you get your money’s worth once you have identified your training goals.
https://www.targettraining.eu/wp-content/uploads/2014/06/bannernew3-e1410338513122.jpg3991132Guest Authorhttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngGuest Author2016-01-06 13:58:312018-06-06 12:29:28Identify your training goals for 2016 with these 4 questions
Customer satisfaction measures how the products and/or services you supply meet or exceed customer expectations
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Customer Satisfaction (CSAT) is based on a series of impressions that the customer has of your service. It doesn’t just refer to the communication skills of the employees who deliver the service. Customers form opinions at every point of interaction with your company – the impression they get from reading your website’s FAQ page, or the impression customers get from the process they have to get through to get someone on the other end of the line; the opinions that your customers form at each point of connecting with you are vital factors in achieving high CSAT scores.
In my opinion and experience, customer service training often focusses on communication skills. Knowing “what to say when” is important, without a doubt. The way you communicate in person with your customer has a large impact on how happy your customer is with the service. On top of that, you can make up for a lot of negative customer impressions during your interaction. But what is often not considered during the soft skills training is that high CSAT scores depend on every impression of your service.
Here’s something I went through recently…
A personal experience and the impression I formed
I cancelled a contract with a phone provider, because of moving to a different part of the country. I looked online for a way to cancel my contract. I couldn’t find anything, probably because my German isn’t great. When I called to ask how I had to cancel, I was told to send a fax. I sent the fax and received a phone call three days later. I was told I couldn’t cancel my contract as per my request because I signed for five years. I confirmed that I wanted my contract cancelled at the end of the five year period, could she please arrange that for me?
She couldn’t. I had to send another fax. I received another phone call confirming that they would cancel my contract as of April 2015 and received a letter confirming this. I thought no more of it until the end of June when I noticed that I was still paying for my contract. I made a phone call to the helpdesk (I actually made seven calls to four different numbers). I heard that my contract was still running and that there was no cancellation from me in the system. He couldn’t escalate this for me, I asked multiple times.
He asked me to send a fax.
In this particular instance my dissatisfaction was based entirely on the unnecessary barriers that stood between me and the solution I wanted (the cancellation of my contract). Whereas personal customer communication can be a barrier, this was not the case with me. More or less every person I spoke to was pleasant, knowledgeable and listened to what I had to say. Yet, based on what I had to do to get my contract cancelled, I felt that nobody really cared about anything to do with my contract. When I asked to speak to a manager, I was told that there was no manager or that he/she wasn’t available.
I understood that they were just doing their job. In fact, the only negative thing I have to say about the people I spoke to is that nobody took responsibility for my problem.
The unnecessary barriers that are to blame for my dissatisfaction
Rigid Processes
Knowing how to get from point A to point B is important for everyone involved. But if the process is not designed with all end users in mind, or if the process does not contribute to an overall positive customer experience, does the process benefit the customer, or the company? Think of it this way…Can you write down the actual benefits the customers get if they follow a process and are they the benefits your customers are looking for?
Inconvenient access to services
Why can I do just about everything online – I can order services and equipment, I can view my invoices, I can chat to the online support people. I can find information via the search function. I can troubleshoot connectivity problems myself. I can do everything but cancel my contract. To do that, I had to drive to a fax machine on 3 different occasions. As I live in the country, it’s a fifteen minute drive to the nearest post office. It won’t be difficult to guess my impression of the service at this stage in the cancellation process, especially because I had to do it 3 times.
Going back to being in the shop where I signed my contract five years ago, I had a similarly unimpressive experience. We received the equipment, which turned out to have a faulty cable. I went back to the shop before it closed (on the same day). I explained to the man who had sold me the contract that I needed a different cable because he’d given me a faulty one. He politely informed me that a new cable had to be ordered, I could have it in six weeks. No, he couldn’t just walk to the back room to exchange the equipment. That was against company policy. The next day, I bought a working cable at a different shop.
Restricting company policies
I had received a letter confirming my cancellation, but apparently this didn’t matter. My cancellation wasn’t “in the system”, which means my contract wasn’t cancelled. End of.
The customer isn’t always right and not everybody should be transferred to a manager, a teamleader, or the next level of support. But hearing “no can do” does not leave a great impression with the customer, especially if he/she is already upset. There should be an escalation path for every scenario, if one is identified as needed. As in my case, if a service breakdown occurs, at the very least, the provider should be able to say “I will forward your concern/problem/question to my manager/teamleader/colleague”, or even “I will ask someone to look into this.” (Whatever happens afterwards is something I should/will write about another time) At this point in the service, my biggest expectation was that someone took responsibility, which could only be conveyed through commitment. Asking for another fax doesn’t cut it.
To summarize, when CSAT is important, consider the following
All processes are user-centered: The needs, wants and limitations of end-users are considered and processes are designed accordingly.
Communication skills are vital but they’re not the be all and end all of customer satisfaction.
Expect agents to act when they detect service-breakdowns or communication patterns that lead to dissatisfaction.
An ex-customer is a potential future customer, an unhappy ex-customer rarely is
I could simply have been an ex-customer instead of an unhappy ex-customer. As a result of the service I received I will never go back to this company. In fact, I will probably tell a number of people to reconsider signing a contract with this company if it ever comes up in conversation. Because that’s what unhappy (ex-)customers do.
Finally… a cancelled contract
I do apologize for this half-rant about my unhappiness with the company that shall not be named. It’s true what they say, writing is a form of therapy. I feel much better! My contract was cancelled as per 1.10.2015. Mission accomplished. More or less, because there’s still the matter of five months of payments between April and September.
Your customer service humbug
Feel free to share comments and/or experiences below, I’d love to read them.
https://www.targettraining.eu/wp-content/uploads/2013/09/Fotolia_54804124_M-e1389346793490.jpg7021612Brenda Vansetershttps://www.targettraining.eu/wp-content/uploads/2013/04/logoWP.pngBrenda Vanseters2015-12-16 13:52:072018-06-06 12:29:28Are unnecessary barriers to blame for your low CSAT score?
The FACTS and benefits to consider before you organize a meeting
/in Business English /by Jonny WestFree Download
Consider the FACTS and the benefits before organizing your next meeting
To help you decide whether a meeting is worth holding, we ask you to consider the FACTS:
Format
Is a meeting the right format?
For example, if the goal of your meeting is only to relay news to your team, maybe you can save everyone time and send an email instead? Can, for example, everyone on your team make it to the meeting? If you’re relaying important news, will they feel left out? Thinking about alternative formats to meetings can reduce the total amount of meetings you need to have with your team. There are pros and cons of meetings, emails, community updates etc., and there is no right or wrong. You need to make the decision as to which is the right format for each situation.
Aims
Is there a clear, definable aim for this meeting?
A meeting without a specific aim is usually a waste of time. However, there are situations where the aim is vague. Perhaps, for example, you haven’t seen each other for a while. You may not have something specific to say, but explaining the situation helps everyone to understand why they are in the room. And meeting to catch up and network is a perfectly valid aim. There are also cultural considerations here – in some cultures meetings are to get work done, in other cultures they are to build relationships. There is no right or wrong, but a happy medium needs to be established in international environments.
Consequences
Are there negative consequences if we cancel?
If you can’t think of any negative consequences of cancelling, then there’s no reason to have your meeting. If you do cancel with people you’ve already invited though, make sure you offer some explanation. And be honest. Don’t try to make up an excuse for cancelling it. Just explain what you are thinking. The chances are that most people will rate you very highly for doing this.
Timing
Is now the right time to meet?
Perhaps new developments in the near future will make your meeting unnecessary? Do you really need to have this meeting at the same time each week? Why are you calling the meeting in the middle of the holiday period? Giving a bit of thought about the situation now can save time later.
Sense
Does it make sense?
If you answer ‘no’ to any of the questions above, then holding the meeting clearly does not make sense. Cancelling this meeting is definitely the best option.
Three benefits of cancelling an unnecessary meeting
You may be reluctant to cancel a meeting, especially if everyone else around you seems to be in meetings regularly. Here’s why you need to lead the way by taking this step:
For more tips and language for managing meetings in English, why not look at our ebooks and related blog posts.
5 simple assertiveness strategies (for teddy bears and tortoises)
/2 Comments/in Soft Skills /by Tony NormanWe all know the feeling. You come out of a meeting, negotiation or a conflict discussion with a difficult team member, and say to yourself, “If I had only said or done this.” Or “Was I too hard on my report?” For whatever reason, you aren’t asserting yourself and addressing the issue.
What do we mean by assertiveness?
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Very quickly, here’s the fourth level, explained in more detail:
Level 4 – unconscious competence*
*Taken from http://www.businessballs.com/consciouscompetencelearningmodel.htm
But this takes time, experience and maybe innate ability. So what about us mere mortals lower down the food chain who struggle with the substance/people balance?
Assertiveness starts with knowing our rights and responsibilities
In the world of learning and development we understand that being assertive is being aware we have rights and responsibilities. In other words, we have the right to assert our position, but (especially as a manager) we have the responsibility to be fair and to respect our reports and colleagues. This easier said than done. Furthermore it is often those who tend to play the teddy bear (accommodate), or the tortoise (avoid conflict) who need most support and coaching. People who tend to be pushy, or even aggressive (the sharks), normally feel quite good about themselves. So here are 5 strategies for teddy bears and tortoises.
5 communication strategies that work
Scripting
If you have a difficult discussion coming up, then write down your key arguments, how you can best convince the other party. Script how you address the issue, how you formulate what you want, how you word criticism and other sensitive issues. Unless you are very experienced, just relying on intuition and ‘seeing where the moment will take you’ can be costly.
SPIN
When you want something out of the ordinary from a team member or colleague, then script using the SPIN formula: Situation – Problem – Impact (of the problem on the business) – Need. In other words involve the report by briefly describing the context. Involve them and treat them as adults.
Saying no
As a manager you have the right to say no. If you want to say “No”, then say it but give a reason and maybe provide an alternative. If you want to say “Yes”, then say that too. We have all come across people who appear to say “No” on principle. This might be useful in a negotiation, but counterproductive when dealing with staff.
Broken Record
Sometimes your opposite number just refuses to take “no” for an answer. Provided you are 100% clear on your position, then it’s time to play broken record. Like the old-fashioned vinyl LPs with a deep scratch, you simply repeat yourself, NO plus reason, always using the same wording: e.g: “As I said I cannot give you a pay rise, as there is a freeze on salaries.”, then “I understand your position but as I said ……” and so on. Using this strategy takes courage and should be used sparingly and only with difficult people. Even the most obstinate will get your point after three rounds.
Buy Time
People are not stupid. If they want a favour or a concession, they will approach you when you are under pressure, with no time. This can mean you are unprepared and certainly unscripted. So if you are at all unsure about your response, then buy time: “Let me get back to you when I have finished this.” You will come to regret shooting from the hip and start kicking yourself, “Why on earth did I say that?”
Most of us cannot be assertive on command
Our behaviour is determined by our fight, flee or freeze instincts. Assertiveness is a conscious way of thinking and acting. These five simple strategies will help you develop your assertiveness. But, as with nearly everything, it takes practice.
Building authentic intercultural business relationships – part 3
/in Intercultural /by Scott LeveyThe 7 dimensions of culture, and how does intercultural theory actually help you in business?
Why is the contract often seen as the end to a negotiation to Germans yet viewed as part of the negotiation process in China? If you are presenting, where do you put your summary? Sounds obvious – but is it? Why should you put your summary at the front when presenting to Americans (bottom line up front) And why would you start big picture and then summarize at the end if your audience was French?
Few things are as complex as human behaviour, and understanding cultures beyond a superficial level is never easy. This is where a little practical theory comes in. If you know that specific cultures like to get to the specifics quickly via an “executive summary” (US, Dutch) and that more diffuse cultures want a holistic view, with a big picture (France, Japan) then you can structure your presentation to be successful, regardless of the nationality of your audience.
In this interview, Dr Fons Trompenaars, the best-selling author of Riding the Waves of Culture and one of the world’s leading management thinkers, explains how theory can concretely impact tangible business scenarios such as negotiating, presenting and leading others.
Effective intercultural training needs theoretical models which work hand in hand with practical exercises and activities – and this is where the 7 dimensions of culture adds real value. It can simplify complexity, and is easy to recall and explain. If you’d like to know more about the model check out mindtools.com, for a great explanation and practical advice.
And we’ll leave you with a final few words from Fons on how culture and communication are entwined.
Interview with Dr Trompenaars
Also online:
Building authentic intercultural business relationships – part 2
/in Intercultural /by Scott LeveyThere’s a great English expression “When all you have is a hammer, everything looks like a nail”. I’ve found this to be a practical starting point when working with clients to build their intercultural competence. Why? Because not every problem comes back to cultural differences! So many other factors play a part in relationships. The first step is to recognize is this actually a difference in culture? And if yes, how am I different to this culture?
How can the Intercultural Awareness Profiler (IAP) and the 4 R’s help you succeed globally?
This is where the IAP and the 4Rs model add tangible value. Developed by Dr Fons Trompenaars, the IAP does a great job of explaining what these steps need to look like, and why “knowing” that Chinese culture value the group’s needs over the individual’s needs doesn’t necessarily translate into performance, commitment and results. During an interview with Dr Trompenaars we asked him to briefly explain the 4Rs model in his own words, and how he saw the Intercultural Awareness Profile tool within the context of the 4Rs.
To summarize…
Recognize
Can you recognize that you are dealing with differences in cultures? How do you as an individual differ from those cultures? For example, ss the different approach to decision making you’re struggling with a cultural dilemma? Or a question of personality? And most importantly – what is the dilemma?
Respect
Can you genuinely respect that the differing approaches are not better or worse – just a different way of operating. Do you respect that they are equally valid and legitimate? For example, is coming to decisions through a consensus as valid as coming to decisions through the “expert” deciding, or by the “boss” deciding?
Reconcile
Now that you’ve recognized the difference and genuinely respect them how do you reconcile the dilemma facing you? What do you do? How can you come to an agreement? How are you going to make decisions?
Root
How will you take what is working and make it part of your day to day modus operandi? Will you forge a team culture that is transcultural (bridges all cultures)?
Interview with Dr Trompenaars
Also online:
Building authentic intercultural business relationships – part 1
/in Intercultural /by Scott LeveyDoing business with another culture can be many things – exciting, intimidating, rewarding, challenging … and intercultural training should play a key role in helping your team to prepare to succeed globally. But what should you be asking for? And how can you evaluate the many many options out there? A recent coaching session showed the dilemma perfectly. Martin, a senior materials purchaser was about to start a relationship with an Indian supplier – and their very first question to us was “So, what should I do, and not do, when I’m in Mumbai?”.
A “does and don’ts” sort of approach can be useful if you are focussing on a single culture and in a real hurry. Starting from a position of concern and wanting to be aware of tricky situations make sense -but it brings with it a range of difficult questions. Intercultural training doesn’t stop with knowing the do’s and don’ts. Nor does it stop with just theory. But, who knows to say “I have to go to Mumbai in 2 week’s time. I’d like to learn about some theory and an intercultural model”.
The limits of a do’s and don’ts approach to intercultural training
Now don’t get me wrong. Do’s and don’ts
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How does the IAP differ from a do’s and don’t’s approach to intercultural skills building?
Dr Fons Trompenaars is the best-selling author of Riding the Waves of Culture and one of the world’s leading management thinkers. He is also the architect behind the Intercultural Awareness Profiler (IAP) – a self-assessment and diagnostic tool. The Intercultural Awareness Profile (IAP) is designed to assess the personal orientation and choices that individuals make when resolving intercultural business issues. We asked him “How does the IAP differ from a does and don’ts approach? “ , and this is what he said …
Building business relationships through understanding
The Intercultural Awareness Profiler (and the theory of the 7 dimensions of culture the IAP is based upon) offers you a robust basis to understand the dos and don’ts . Once you understand more about why people act a certain way, you can start to think about how you should act when e.g. presenting your product, managing staff, negotiating a framework agreement. The IAP provides a deeper level of understanding, meaning you don’t just recognize but also respect differences between cultures. Without that, how can you build authentic business relationships?
Interview with Dr Trompenaars
Also online:
4 TEDs on Increasing Work Productivity
/2 Comments/in Hybrid solutions, Soft Skills /by George BarseWhen learning a foreign language, it’s definitely beneficial to vary techniques and shock the brain so that it becomes more alert and is more apt retain information such as new vocabulary. In this vein, listening to native speakers is one of the best ways to learn. The learner can hear how the language is used in a variety of situations as well as intonation and pronunciation. This technique works best when the learner has interest in the topic being discussed; otherwise, the learner loses interest and stops listening. TED Talks are a great place to find interesting topics. TED means Technology, Entertainment and Design, but the talks now cover just about any topic you can think of. One great thing about the videos is that you can choose subtitles (English, please!) or follow along with the interactive transcript if you want. These are helpful tools for understanding an unknown word. I recently perused the website and found a few videos of varying length on the topic of increasing office productivity that I would like to share.
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How sweet are your emails?
How to save the world (or at least yourself) from bad meetings
David Grady shares with us his ideas on How to save the world (or at least yourself) from bad meetings in his talk where he uses the analogy of office furniture theft to explain how and why the listener can and should bring order back to their daily work schedules by avoiding unnecessary meetings. After watching, you can learn how to avoid MAS, too!
Why work doesn’t happen at work
Jason Fried details three suggestions on how to improve productivity in the workplace in his talk on Why work doesn’t happen at work. In it, he explores where people feel more productive and what causes involuntary distractions at the workplace. He compares work to sleep phases where you need long stretches of uninterrupted time to get work done. What is the longest you can go at work without getting interrupted by managers or meetings?
Got a meeting? Take a walk
In her short talk, Nilofer Merchant advises the listener Got a meeting? Take a walk. Not only is this idea good for the health, it also allows you to get out of the office and see things a bit differently. As she says, fresh air drives fresh thinking!
As work gets more complex, 6 steps to simplify
Sometimes work gets unnecessarily a bit too complicated. Yves Morieux has thought about this and came up with six ways towards streamlining in his talk As work gets more complex, 6 steps to simplify. He looks to answer the questions why productivity is so disappointing, why there is so little engagement at work and what this has to do with the increasing complexities faced by businesses today. His answers just might surprise you!
If you found these talks interesting, I suggest you explore other TED talks on a topic that intrigues you. There are many compelling talks available, and the more engaged you are with the topic, the more likely you are to retain any new vocabulary you pick up whilst listening. Not only that, but you can also use the talks to train your ear for understanding foreign accents such as Yves’ wonderful French accent. Let us know what interesting talks you discover!
Writing escalation emails: 8 tips to help you strike the right tone
/1 Comment/in Business English /by Guest AuthorAs an InCorporate Trainer embedded in the purchasing department at a major player in the automotive industry, my job is to help participants deal with communication challenges. One of the biggest challenges my German purchasers struggle with is striking the right tone when communicating serious messages. We take concrete steps in training to move away from being too direct by familiarizing participants with the softer phrases we tend to use in English. But how soft do you really want to be when you are not happy and the situation demands stronger language? How do you successfully strike this balance without being perceived as rude or arrogant? Let’s try to answer this by looking at a concrete example:
The situation
A participant recently had to tell a company that they had raised their prices too much for the current economic climate. After years of the prices being raised significantly, they decided enough was enough. They demanded an official statement explaining why this had happened once again, before a formal review of the business relationship would take place.
At a time when you may be pretty angry, it’s important to stick to the facts and to avoid emotions showing obviously in a situation that escalates to this level. Having said that, it needs to be clear that you are angry about what has happened. Finding such a balance is really difficult – for native and non-native speakers alike.
Here are 8 tips you can use to help you find this balance in your next escalation email.
The 8 tips in action
Here is an email which shows the 8 tips above in action.
Dear Mr Smith,
(1) Our company XXX has been dealing with YYY for a number of years now and in this time we have established a strong business relationship (2), with expenditure reaching $1.5 million per annum on your products.
(3)Each year the price of the product has steadily risen, first from $9 per unit to $12 in 2012 and then again in 2013 to $14 per unit. You have insisted that higher costs in producing and materials have led to these significant rises and that they are out of your control.
However, upon finding out that the price of the product is now $16 per unit, we believe that this is the result of increased profits on YYY’s part, particularly because the purchasing manager at your company confirmed as much in our last negotiation meeting.
We at XXX believe in keeping business relationships for the long term, and feel it is important to treat your counterparts with the utmost respect (4). At this point in time I don’t feel that YYY is respecting our business, which has amounted to a total of $10 million over the last 7 years and involved us making YYY our preferred supplier of this particular product in that time (5). We expect a statement from you by November 11th, 2015 outlining your reasons for the last increase in price and why you believe this is fair (6).
Once we have received this statement we will decide on our future course of action and review our relationship with YYY accordingly (7).
Yours sincerely,
Ms Muller
Do you have any other tips? We’d love to hear the steps you take towards striking the right tone between outlining the seriousness of the situation, yet not coming across as rude.
FOR MORE INFORMATION
If you’re looking for phrases, tips and tricks and useful downloads related to this topic, start here. In a range of topics, here are some more links for you:
Negotiation tactics – Why silence is golden
/in Hybrid solutions, Intercultural, Soft Skills /by Tony NormanA few weeks ago I was chatting to a purchaser who worked in the automotive industry. The conversation drifted to the topic of negotiating and we began to compare countries and styles. The purchaser, a Norwegian, said half in jest but seriously enough, “You English cannot handle silence”. As a full-blooded Brit I can only agree. Many cultures, especially Scandinavians, are more comfortable with silence than others. But why is this? The impact of culture on how we communicate is certainly a factor. When I lived in Sweden I had the impression Swedes and Finns took a long time to thaw out and small talk consisted of a “Jaaaah”. The English, on the other hand, feel uncomfortable with silence and will often fill the air with meaningless chatter.
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Why am I sharing this? If, like me, you’re from a culture where communication is direct, silence is a hard skill to master. But whether it’s a cultural norm, a question of personality, or even a trained skill, being comfortable with silence when negotiating is essential if you want to reach your goals. When used in a subtle and careful manner, silence can reshape negotiations and extract surprising amounts of information while leaving your counterpart feeling they are in charge of the conversation.
Value added question + silence = insight
A good negotiator, no matter what nationality, will probably be assertive but charming, have good questioning skills, and handle pressure well. Questioning skills are a must – and here silence plays a role. Silence can prompt your counterpart to share more than they planned to – verbally or non-verbally.
Poor negotiators will often answer their own question: “What price were you thinking of? I was going to suggest something in the region of € 105 per unit.”. Poor negotiators do not ask enough value added questions – a value added question being one that makes the other party pause and consider, e.g. “How did you arrive at that figure?” “What are the consequences for your clients?” “How can we help you sell this concept inside your organisation?” Answering value added questions needs time. Use the silence to observe your partner.
You have the right to be silent
Let’s assume you have asked a good question and the other party is taking his/her time to answer. A few seconds is not a problem, but after ten it can become tense. Learn to look serene and confident, smile at the other party, look at your notes and scribble something. Stay connected to the other party with body language and eye contact. At some point the other party may buy time and say “I’ll get back to you.” Alternatively you can also suggest moving on to another point. But give silence a chance.
And if the roles are reversed you have the right to be silent. Do not shoot from the hip with a half-baked, badly thought through answer. Learn to be comfortable with silence. “I’m thinking this through”, “I’d like to explore this idea, give me a minute” or “I’ll get back to you.” will buy you time.
Learning to use silence in negotiations – the role of training and practice
Silence has to be practised and refined in training or coaching. Training helps you become aware of your relationship to silence; then develop the skills to use it subtly and effectively through role plays, real plays and critical incidents. Training goves you the opportunity to repeat situations and develop awareness, confidence and mechanisms for handling silence. You can practice asking the right questions, leaving room for the other party to develop a sensible answer, practice NOT shooting from the hip, and practice behavioural strategies that make the silence comfortable for both you and your opposite number.
And remember – when negotiating silence is not a threat; silence is golden.
3 Entertaining TED talks on culture
/in Intercultural /by Scott LeveyCross cultural communication
Pellegrino Riccardi
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Why is small talk so big in America?
Riding the waves of culture
Fons Trompenaars
As humorous as always, Fons Trompenaars explores how cultural misunderstanding can cause crisis. He start off with reminding us of the time when Americans were in America and the Chinese were in China and management theories worked – but now we have multicultural teams – so what does today’s manager do?
Fons argues that the challenge today is to reconcile cultures and create a paradigm that works across cultures. He then uses the “pedestrian dilemma” and the “peach and the coconut” analogy to remind us that regardless of where you’re from every culture faces the same dilemmas. The question is how can today’s organizations “crack the line” and build a transcultural organization?
Everything you always wanted to know about culture
Saba Safdar
Starting with a quick look at what is culture (“culture is like water to fish”) this video then looks at the specific cultural dimension of individualism and collectivism (aka communitarianism). Entertainingly, it then looks at how culture manifests itself in communication – with a smile-inducing focus on how individualism and collectivism manifests itself in insults and humour.
This is the first TED video I’ve seen where the speaker asks the audience to please shout out insults and then says thanks after hearing “moron”, and shows how insults changes across cultures based upon the importance of the individual versus the importance of the group. It then turns to humour and it does and does not cross cultures. The video clip at 14:55 where the Australian newscaster is telling a joke about the Dalai Lama to the Dalai Lama is cringe worthy.
Powerful Communication – The Power of the Purpose Pyramid
/in Hybrid solutions, Leadership, Soft Skills /by James CulverFree Download
Why?
Why is where you share or remind your team about the deeper meaning and purpose of the organization. This is the reason that energizes you and your colleagues as well as your customers. What’s your why? Your purpose is best when it brings the energy of your team together and they can all see themselves in it. It should also attract internal and external customers to your work.
At a more nuts and bolts level, you can also apply the why to day-to-day interactions and situations. An example could be to state the purpose (why) of a meeting on the agenda for everyone to see. If there is a question about being on track, the team can refer to the mutually agreed purpose of the team.
What?
What refers to the tasks you and your team need to get done to contribute to making your purpose a reality. At their best these tasks are things you can track and observe easily so all can know when it is accomplished. For example, to have better meetings is not a clear task. Having everyone contribute to the meeting is a clear task. The SMART principle is a great model to use, just remember they should in some way contribute to achieving your purpose.
An example could be to make task identification a two-step process. Instead of automatically identifying who should complete a task at the same time as identifying the task, outline just the tasks first. Going through the how before identifying who will help team members to know what they are committing to.
How?
How is where you turn to your method, approach or process, How will you get your tasks accomplished? For example, sticking with the “better meetings” example, if my task is to have everyone contribute to a meeting, I could tell the team members I expect them to contribute and hope for the best or I could use a polling technique in the meeting to give each attendee the space to speak uninterrupted.
An example could be to identify the resources and process necessary to complete a task before asking who will do it. Leaders get a chance to offer support to the team and may encourage team members to accept a stretch task because they know how they will be supported.
Who?
Who refers to the individual and collective commitments or expectations that match your team to the tasks at hand. In most meetings the who stage tells how well we’ve done the other stages. If team members recognize and connect with their purpose, the necessity of a task and the process and resources to get it done, it’s a lot easier to agree to do them. With the clarity you’ve built earlier, it is easier for you to ask for what you want while committing to do what is necessary to support your team. A great question at the end of a meeting is “what have we agreed to do?” to check agreements without sounding like a task master.
Browse our blog for more tips and tricks
And/or let me know of any other useful communication tools that always work for you. I look forward to hearing from you!
How to convince participants that gamification is a good thing
/in Business English, Hybrid solutions, Soft Skills /by Guest AuthorThe first time I used a game in the Business English training room it failed – miserably. Actually, from a training point of view it worked pretty well as participants were talking a lot and interacting in an authentic, interested manner with each other. That was the aim of the session. In fact, being a business fluency class, it was really the aim of the whole course. But participants didn’t see it that way. They went straight to my director, complaining that the class had been a waste of time as they had to play a game.
What went wrong? This experience happened twenty years ago and the participants were heading towards retirement. I don’t think that it is time or age that explains it though. It has more to do with participant expectations, their perceptions of an activity’s usefulness, and the training department and trainer’s need to “sell” the training tools we are using to get participant buy-in. Looking back, I definitely didn’t sell it well enough.
Three ways to sell gamification to training participants
Gamification is all the rage in training at the moment and is one of the top training trends for 2016. And there are lots of tools out there to help the trainer convert the training room into a fun, interactive, engaging place to learn. Most of us working in training know that this is a good thing. Let’s look at some ways training managers and trainers can convince participants that games are not a silly, waste of time in training. We need to show them that games are a very valid way to learn, retain and use what has been taught, as well as being a great diagnostic tool to find out more about what they still need to know.
We’ve found that taking these three steps really helps to make participants feel ready to take on any kind of activity you want to give them. They’ve just got to know why.
Ensure you and your training provider share the training methodology before the training begins
Participants in any form of training have to know what to expect. Take language training for example. People have learnt languages in many different ways, but most commonly at school where the focus tends to be on grammar and accuracy. Traditionally they expect the teacher to stand at the front of the room and ask individuals questions. In language training, intercultural training and leadership training today, trainers are encouraged to act as facilitators and resources rather than to stand at the front of the class and talk at the class. The shift from this kind of traditional school teaching to a trainer who facilitates learning and makes participants play games and talk about their own experiences is a big leap. And it needs explaining before the training is even purchased.
To consider: Does your corporate training catalogue describe the training styles and tools that will be used in the training room?
Ensure your training provider shares the aims at the start of the training session and again at the start of the activity
You can generally get adults to do anything in the training room – as long as they know why. General course aims are often explained and shared right at the start of the course in the first session. They really need to be shared right at the start of the session and when setting up each activity too. Here’s a couple of simple ways trainers can be using to get participant buy-in:
To consider: Do your trainers and training providers share their aims at regular intervals? At the start of the program? At the start of each session? Before activities?
Ensure your training provider is debriefing effectively
Training providers need to be getting the participants involved in the rationale and evaluating the usefulness of an activity. They need to give them the opportunity to decide if they think they would benefit from doing that kind of activity again. Creating a dialogue helps to build rapport, increase buy-in, and build a positive learning environment. And a positive learning environment will help move participants along their learning journey. Here are some ways of starting that debriefing dialogue:
Trainers should go back to their list of aims on the board. Review this list and mark what has been covered, and what hasn’t. If some aims haven’t been met, this should be discussed with the participants.
To consider: How well does your training provider debrief training sessions?
Your search for the right training provider
For more ideas regarding what to expect from a training organization, why not take a look at our eBook The Definitive Checklist for Qualifying Training Providers:
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Can a Slice of Pizza Make a Difference? – building alignment in service industries
/5 Comments/in Hybrid solutions, Soft Skills /by Guest AuthorI’ve worked with many companies working in the service and hospitality industry in the US and Asia. One problem I’ve noticed is that whenever people begin to talk about building the right culture within a department it can quickly become too abstract. This doesn’t need to be the case! Let’s think of culture as a pizza (or a “pizza pie” as we say in the States). There are several layers in developing a successful and delicious pizza and every layer is essential. Building an effective company or team culture is similar – each layer has its own role to play in impacting the work environment and the bottom line of the organization.
The Dough
The dough is our foundation. When managers and Human Resource departments hire new candidates, one criteria they should look for is the candidate’s commitment or we could say “Is the candidate passionate about what he/she is trying to achieve?” We need to hire those who are passionate and enthusiastic about their roles.
The Sauce
Dough would be tasteless without the sauce. Sauce can be described as core skills and behaviours for the organization, and one-on-one time with new hires is essential. On-boarding training is key too. I consulted a business called Reggae Bar Phi in Thailand. They wanted all new candidates to jump into the job and weren’t spending any time on induction and training. Taking the time to train new employees meant that employees knew what they were doing, why they were doing it and how their roles and actions impacted the bottom line. On- boarding should have a company-wide element plus be customized to fit the department’s objectives.
The Toppings
We’ve got the dough (a passionate candidate) and the sauce (essential training). We all have our own favorite toppings for our pizza – and this is where acknowledging and working with individual diversity is essential. For instance, in the hospitality industry, it’s important that all team members bring their own unique charm to the table to customize a guest’s experience at the hotel. Managers and Human Resources hire employees because they see the unique aspect in each individual that could impact the company. I strongly feel that leaders should build an atmosphere where employees feel comfortable being themselves and playing to their individual strengths.
The Oven
Have you ever eaten pizza raw? Of course not, we need an oven to fully complete the process. Leaders and Human Resource departments should be there to support individuals and departments to achieve their goals. Employees must feel connected to the organization. One client shared her approach as “Treat employees like you want them to treat external clients”. This can be extended to treating colleagues with the same respect – after all we all need support from one another. Employees need the support from their supervisors or leaders. Front desks can’t run a hotel without the support from the housekeeping department. And a logistics team can’t function without the IT support team.
I’ve used my “Pizza Mind” metaphor to help hotels improve their Market Metrix score and ranking of the departments from the lowest to the winning department of the year. In addition, it also helped to increase staff retention and morals. The main objective of implementing the “Pizza Mind Metaphor” is to help organizations create a stronger and effective culture where employees can be the competitive advantage in the market. No competitors can replicate this recipe of building “intangible assets” within the company.
I have worked professionally in the hospitality industry for more than 7 years. I am currently getting a Master degree in Human Resource Management. I’ve helped train several departments to achieve both departmental and organizational goals. I have consulted and improved employee’s engagement at various small businesses locally and internationally.
Earl Dechsakda
The alternatives to a weekly update meeting
/in Hybrid solutions, Soft Skills /by Guest AuthorFree Download
The reasons why weekly update meetings contribute to the success of the team’s performance
What makes weekly update meetings great?
There are, again, so many factors that could make these meetings great. This starts with recognizing that there are problems, and dealing with them. Here are a few suggestions:
The alternatives to having a weekly update meeting
Do you simply want to update and be updated or do you want to help improve your team’s performance? If you’re looking for alternatives to the weekly meeting, then these options might be useful.
Email
There is definitely a time and a place for emails, and they serve the purpose of conveying information. But they can be misread, and they can also be not read. There is no interaction and you have no chance to discuss responses with everyone at the same time unless you want an inbox bombardment.
A team portal or community
A lot of organizations now have their own internal social network. You can use communities for a wide range of purposes. You may also have a portal for your team. Why not use this to post updates before the meeting and then ask team members to talk specifically about one or two of the points? Alternatively they could ask questions on the portal/community that they would like help with. If everyone else has seen the issues in advance, then they have time to think, and will have something to contribute.
What is the structure of the update?
Just like with meetings, it is useful to give team members a common structure if you decide you’ll use email or an online platform for your weekly updates. Ask yourself:
If you’d like to find out more about how we can help improve the way your (virtual) team works, take a look at https://www.targettraining.eu/soft-skills-trainings/?lang=de and our ebook https://hs.targettraining.eu/ebook/virtualteamschecklists
Tools for teams
/in Soft Skills /by Brenda VansetersHigh-performing teams do not spring into existence simply by giving a bunch of people a common goal. Putting together a team is easy, but making them perform to the best of their abilities is something else altogether. Having a successful team is not something that will ‘fall into place’ either – no, not even if you really, really want it to… It takes time, dedication and understanding to build an effective team, and probably a few more things besides that.
With that said, let’s look at some tools for teams…
Meet ARCI
You’ve heard of ARCI, right? There can be a slight affirmative murmur in the training room at this point, or no sound at all. Like so many other tools, ARCI can be implemented in a variety of business scenarios. ARCI can handle large scale scenarios, as well as the smallest process. By taking a structured approach like ARCI to role assignment, you can identify who’ll be doing what and what not on each team task. If done (and followed) correctly, it minimizes the risk of overlaps and confusions. Without further ado, ARCI identifies who is:
Here’s an example.
ARCI is one of a mountain of tools that helps you define your team. But there are others…
What type of learner are you?
Do you colour code and highlight your way through documents, or do you write notations and questions as you read? Do you prefer graphics and visuals to reinforce learning? Or do you prefer to use tunes or rhymes as mnemonic devices to remember information? Do you learn more effectively via self-study, or via group activity?
The answers to these questions matter greatly in a training environment but they are also relevant in successful teams. Long instructional emails or manuals are difficult to digest for an auditory or visual learner. Or, consider the differences between someone who learns by trial and error and someone who learns from detailed how-to examples.
What type of team member are you?
Belbin Team Type Inventory
An interesting place to start learning more how each team member can contribute to the team, is by looking at the Belbin team type inventory. The Belbin identifies nine different team roles. Each role has strengths and weaknesses, and, keeping personal preferences in mind, tasks can be distributed according to the preferred team role rather than by company hierarchy, technical skills, position or experience.
Resource investigator
They provide inside knowledge on the opposition and made sure that the team’s idea will carry to the outside world.
Teamworker
Helps the team to gel, using their versatility to identify the work required and complete it on behalf of the team.
Co-ordinator
Needed to focus on the team’s objectives, draw out team members and delegate work appropriately
Plant
Tends to be highly creative and good at solving problems in unconventional ways.
Monitor Evaluator
Provides a logical eye, making impartial judgements where required and weighs up the team’s options in a dispassionate way.
Specialist
Brings in-depth knowledge of a key area to the team.
Shaper
Provides the necessary drive to ensure that the team keep moving and do not lose focus or momentum.
Implementer
Needed to plan a workable strategy and carry it out as efficiently as possible.
Completer Finisher
Most effectively used at the end of tasks to polish and scrutinise the work for errors, subjecting it to the highest standards of quality control.
Read more about Belbin here.
What is your team’s type?
Myers-Briggs Type Indicator
Years and years of study and research went into the Myers-Briggs Type Indicator (MBTI). I will not be able to do it justice with this short summary. (Start here, if you want to learn more about MBTI. If you are interested in creating an MBTI profile, keep in mind that the MBTI is a three step process, and should be performed by a certified MBTI practitioner.)
The combined individual profiles of team members can be translated into a team type indicator. Here’s an example of a team with the team identity ESTJ. The first graphic explains the combined strengths of the team members – these are the behaviours that come naturally to them.
And then there’s the flipside. The same team identifies as being INFP. This graphic shows the areas this team needs to be aware of because its team members don’t naturally exhibit them.
Whereas Belbin’s focus is on the balance of team roles and tasking, the MBTI profile is about raising awareness of each other’s preferences and understanding their preferred way of working and communicating. The emphasis is on preferred. Many factors can influence someone’s behaviour in business. It’s not as simple as placing someone in a box of type, or finding the right balance of different types in your team. There is no right balance of type. Every team can work, if you’re interested in knowing who you’re working with.
A short personal disclaimer
I’m not certified in Belbin or MBTI, but some of my colleagues are. They can tell you much, much more, if the mighty Internet doesn’t give you all the answers. I’m not an expert on any of these tools, but I have found them very useful in the various teams I have worked in.
8 great books for busy managers you may have missed in 2015
/2 Comments/in Hybrid solutions, Intercultural, Leadership, Soft Skills /by Scott LeveyIt seems as though 2016 has only just started, but it’s February already! We know you’re really busy, so we thought we’d help out by reviewing 8 of the best management books from 2015 for you. If any of the summaries grab you, why not read the whole book?
1001 Meetings phrases is a useful toolkit of phrases for the most typical meeting situations you find yourself in…
Team Genius: The New Science of High-Performing Organizations (13 Aug 2015)
Rich Karlgaard and Michael S. Malone
Did you know that actually the right team size is usually one fewer that most managers think they need? And that “chemistry” doesn’t equate to team success? Can you spot the right moment when one team needs to be dissolved to create another very different team? And are your teams really leveraging multicultural values as a strength?
Written for today’s managers, Team Genius reviews and explains the latest scientific research into how teams behave and perform and uses simple case studies and examples to bring it to life in a way that any manager can relate to.. It shows that much of the accepted wisdom about teams just doesn’t hold true – and then goes on to outline “new truths” and how to achieve them.
Stronger: Develop the Resilience You Need to Succeed (1 Sept 2015)
George Everly Jr, Douglas Strouse and Dennis McCormack
If you get turned off when you see the author is a “great business school professor”, “world-famous CEO” or “top management thinker” then this might be the book for you. Everly, Jr.is an expert in disaster mental health, and McCommack is a former Army psychologist and was one of the first original Navy Seals.
Drawing heavily on the psychology employed by US Navy Seals plus other examples from all walks of life, this book focuses on how we can each build our resilience and be “stronger” when everything seems to be falling apart. More importantly the book outlines how we need to practice building up our resilience (psychological body armor) before we actually need it. The five key factors the book explores are
Each area is outlined in detail with case studies and research. A quick warning though – being written by 3 psychologists, it’s not an airport quick-read.
Leadership: Essential Writings by Our Greatest Thinkers (9 Oct 2015)
Elizabeth D. Samet (editor)
When you think about it, it’s amazing that this book hasn’t been complied sooner – management and leadership books aren’t a 20th century creation. General fiction, biographies, great literature etc have reflected core management and leadership questions for centuries.
This anthology draws our attention to 102 stunningly diverse extracts from fiction, speeches, anthropology, letters, songs, and even the odd occasional poem! The extracts from Machiavelli, Macbeth, Ghandi, Didion, Ovid, Melville, Mandela, Lao Tzu, Orwell plus many many more all invites us to step back and think about leadership. Excellent reading for just before you take the dog for a long walk.
Bridging the Soft Skills Gap: How to Teach the Missing Basics to Today’s Young Talent (7 Oct 2015)
Bruce Tulgan
“They just don′t know how to behave professionally.”, “They know how to text but they don′t know how to write a memo.”, “They don′t know how to think, learn, or communicate without checking a device.”
Today′s new young workforce (also known as Millenials or generation Z,) has so much to offer – new technical skills, new ideas, new perspectives, new energy. All great stuff- but Tulgan also argues that research shows that employers across industries feel that too many Milennials have weak soft skills. As a few of the many case studies outline “they only want to do what they want to do” and ”his technical knowledge far surpassed anyone else in the firm … but his communication made him seem so immature”.
Renowned expert on the Millennial workforce Bruce Tulgan offers concrete solutions to help managers and HRD professionals alike teach the missing basics of professionalism, critical thinking, and followership. The book includes 92 step–by–step “lesson plans” designed for managers to use, and these include “take home” exercises, one-on-one discussion frameworks and training room activities.
In a nutshell, I can’t imagine a more complete or practical book than this.
Leading Across New Borders: How to Succeed as the Center Shifts (21 Sept 2015)
Ernest Gundling and Christi Caldwell
Leading a global organization is no longer just a big businesses challenge. Even small company owners can be leading a virtual team that includes people from all over the world – and just yesterday we spoke with a HR manager with 60 employees in 11 countries and 23 cities.
This books aims to guide you through this new business environment. It features stories from people in critical roles around the world, advice based on practical experience, and shares new research which outlines the distinctive challenges of leading in a virtual and multicultural environment … and cultural awareness isn’t enough! Happily the book also includes strategies, tools and tips for working across cultures, leading virtual teams, running a matrix team, integrating an acquisition and developing the agility needed to innovate in such an environment. Personally I found it aimed more at larger mature organizations, but still worth a read … and we integrate many of the elements into our Working in Virtual teams training.
Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead (2 April 2015)
Laszlo Bock
Despite receiving 1,5000,000 job applicants every year, Google spends twice as much on recruiting as comparable companies. Why? Because top performers are usually doing very well where they are and not looking to move. So Google works to identify these performers and cultivate their interest. But while Google spends considerably more on recruitment than most companies it also spends considerably less on training, believing top performers need less training.
Laszlo Bock, Head of People Operations, joined Google when it had just 6000 “googlers”, and in this book he shares the different recruiting and talent management practices Google use and have used. Although sometimes bordering on self-congratulation, the book is very much-action oriented with each chapter outlining a clear to do – Become a founder, Don’t trust your gut, Why everyone hates performance management and what we decided to do about it, Pay unfairly.
Triggers: Creating Behavior That Lasts – Becoming the Person You Want to Be (19 May 2015)
Marshall Goldsmith and Mark Reiter
Have you ever wondered why you become so irritated around a specific colleague? Or questioned why your communication skills fall apart when presenting to a certain team? Goldsmith is an executive coach, and in this book he examines the triggers that can derail us – and how we can become the person we want to be and stay on track.
Perhaps common sense, but our reactions don’t occur in a vacuum. They are usually the result of triggers in our environment—whether this be specific person, situation or environment. .But how do we actually change ourselves? Knowing what to do doesn’t mean we actually do it, right? This book outlines how we can overcome the trigger points in our lives, and actually change to become the person we want to be, Drawing on executive coaching experience the authors use a simple “silver bullet” approach – daily self-monitoring, using active questions which focus on the our effort (and not the outcomes).
Act Like a Leader, Think Like a Leader (20 Jan 2015)
Herminia Ibarra
Do you wish you actually had the time and the space to be the manager and leader you know how to be? Introducing the idea of “outsights”, Herminia Ibarra, -an expert on professional leadership and development at INSEAD — shows how managers and executives at all levels can make an impact by making small but crucial changes in their jobs, their networks, and themselves. She argues that managers and leaders need to act first then to think – and to use the “outsights” resulting from the experience as a basis for meaningful individual growth and enabling of people and organizations. Joe Kaeser, CEO of Siemens AG. summed it up nicely as “transforming by doing”
The book is full of engaging self-assessments and plenty of practical advice so you can actually build a plan of action. It can be a bit heavy going but stick with it.
5 tips for internal HR consultants
/1 Comment/in Soft Skills /by James Culver1. Advertise what you can do
‘You don’t know what you don’t know’. In other words, what is someone going to ask, if they don’t know what you can help with? Tell others what you can do for them. You can advertise your services via a newsletter, via posters on the wall, via Q&A pages on the intranet, etc. You can even write simple case studies, describing what you have done for someone in the past.
2. Listen for context and unspoken words
Listening for information that employees aren’t saying is very important. When we can listen for the context around what is happening, not only the content, we can get more information and offer better solutions.
3. Ask before you tell
One way to be clear about the needs of employees is to clarify what we have heard from them. Questions like “Let me check to see if I understand…”and “I heard you say these things are important, is that right?” lets the other person know you are listening and thinking about their needs before you give advice. It also helps you to make sure you understand what they are saying.
4. Begin with the end in mind
Questions like “What outcome would you like to see?” and “What is the most important behaviour to change?” help employees to see the end of the process – not just the first step to solve a problem. By focusing on the overall outcome, you can offer methods your internal clients may not have thought about.
5. Don’t say “no” if you don’t have to
“What I can do is…” can be the most powerful tool in your phrase book. Why say, “No, I can’t do that” if you don’t have to? I know this can be a cultural point, but focusing on what we can do for our internal clients instead of what we cannot shows them that we are willing to problem solve together.
These tips are based on my personal experience. If you work in HR, or if you have recently dealt with a situation involving HR, and if you have any additional tips for our readers, please use the comments box below.
How to ensure your internal audit report drives decision making
/in Hybrid solutions, Soft Skills /by Tony NormanInternal audit reports – a waste of time?
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Writing your internal audit report with your reader in mind
The answer is in a nutshell accessibility and readability. Let’s start with the reader, the manager. Try a little organisational empathy and put yourself in his or her shoes. They want clarity on the key issues; time is a factor so they want the issues visibly flagged up. In my experience of working with various audit departments I have seen corporate guidelines which demand all audit reports are minimalist and reduced to bullet points consisting only of problems and measures. At the other extreme I have seen “traditional”reports, complete with footnotes and dense prose, which would make Sir Humphrey from Yes Minister green with envy. So, obfuscation or clarity?
Balancing your content and context when writing internal audit reports
As we deliver training on report writing for internal auditors , let me come off the fence. I recommend a minimalist approach. Your organisation should agree a report structure that sets out the information efficiently. I would also recommend standard language and formulations so as to ensure consistency and common understanding. The manager should be able to say, “My focus was directed immediately to those issues that needed action, I was quickly aware of the probable causes and there were concrete proposal for improvement.” The auditor should be able to say, “I was able to organise my working notes quickly and efficiently and did not need to spend too much time deciding which structure and which formulation to use”.
Of course an audit report should be written clearly, concisely and completely. Yet more important for the decision making is the report format and formulations and how the information is organised. It might not be pretty but it will drive decision making.
How can you react to increasingly specific requests for training?
/in Business English, Hybrid solutions, Intercultural, Soft Skills /by Guest AuthorDownload the eBook
Me: “Why are you interested in developing your team’s English skills?”
Client: “I need my team to be able to improve the way they use language to communicate the changes we need to make across the company. My team will need to spread the message globally using our intranet, internal social media platform, and through presentations and workshops. The way they communicate will need to be adapted according to the cultures e.g. Japan, Brazil, and the US. We need help establishing a style and communication campaign that will make everyone want to get behind the changes and drive them forward”.
This statement alone says there is a need for intercultural skills training with reference to over 40 countries where the changes will be made, creative ideas for marketing campaigns, how to write effectively for social media, how to achieve a global corporate writing style, presentations skills, workshop facilitation skills, and the list goes on. And no-one has even mentioned English yet. Basically, the client needs all of this, but in English – so she booked an English course straight out of a catalogue, because couldn’t really find anything that fitted her needs exactly.
If you’re a participant in a standard Business English course, you may have noticed how the book you’re moving through, doesn’t always fit your needs. You’ve got really specific situations you need to use English for and there is no way they will be dealt with in an off-the-shelf course. If you’re a manager, you’ve probably spotted specific situations where you think your employees could benefit from some training support. You look at what the training department has on offer, but nothing seems to quite fit.
The starting point of effective training design should be the needs of the participants
This is precisely why we shy away from offering a catalogue. (Don’t get me wrong, we have a catalogue, because that’s what potential clients often request). But a training catalogue simply offers “standard” courses. Those courses are written in advance without detailed knowledge of the participant or their needs. They can of course be adapted to a certain extent. But shouldn’t the starting point of effective training design be the learners themselves? How can pre-designed courses really meet the training needs of the department or individual? Surely the ideal way is to listen to the client, dig deeper into their challenges, and look for solutions that will solve their problems?
The pros and cons of taking the individualized approach to training solutions
The pros
The cons
OK, I admit, the cons list is longer, but how many of them are real problems? Solutions are easy to find to all of them. It might take a bit of effort and extra time before the training is organised. But, ultimately, an individualized training program will save you time and money in the workplace.
If you are interested to learn more about our needs analysis or individualized training design, please get in touch with me, or one of my colleagues. We’d be delighted to tell you more.
Identify your training goals for 2016 with these 4 questions
/in Business English, Hybrid solutions, Intercultural, Soft Skills /by Guest AuthorFree Download
Start with the end in mind
The best way to think about training goals is to start with the end in mind. Don’t ask, “What training do I want?” Instead, ask yourself, “Why do I want training?”
When you start with the end in mind, you define what you want to achieve with the training. In other words, why have you decided to invest money in your people?
4 questions to ask when identifying your teams training goals
The first question really needs to be answered before you can start thinking about actual training. Once you have answered the first question, you can sit down with a training provider and let them help you to answer the other 3 questions.
A good training provider should be able to help you to define the behaviours which support the results you are looking for. They should be able to help you to decide what skills, knowledge and attitudes affect these behaviours. And, finally, they can suggest alternative ways for delivering training which will ensure that your people learn and put these behaviours into practice in the best possible way.
Don’t ask ‘what’, ask ‘why’
So remember, first you need to think why you want training. From here, you can decide what training will help you to reach your goals. For more tips on training goals and budgets, make sure to download our eBook “Making the most of your training investment” to help you get your money’s worth once you have identified your training goals.
Are unnecessary barriers to blame for your low CSAT score?
/4 Comments/in Soft Skills /by Brenda VansetersCustomer satisfaction measures how the products and/or services you supply meet or exceed customer expectations
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In my opinion and experience, customer service training often focusses on communication skills. Knowing “what to say when” is important, without a doubt. The way you communicate in person with your customer has a large impact on how happy your customer is with the service. On top of that, you can make up for a lot of negative customer impressions during your interaction. But what is often not considered during the soft skills training is that high CSAT scores depend on every impression of your service.
Here’s something I went through recently…
A personal experience and the impression I formed
I cancelled a contract with a phone provider, because of moving to a different part of the country. I looked online for a way to cancel my contract. I couldn’t find anything, probably because my German isn’t great. When I called to ask how I had to cancel, I was told to send a fax. I sent the fax and received a phone call three days later. I was told I couldn’t cancel my contract as per my request because I signed for five years. I confirmed that I wanted my contract cancelled at the end of the five year period, could she please arrange that for me?
She couldn’t. I had to send another fax. I received another phone call confirming that they would cancel my contract as of April 2015 and received a letter confirming this. I thought no more of it until the end of June when I noticed that I was still paying for my contract. I made a phone call to the helpdesk (I actually made seven calls to four different numbers). I heard that my contract was still running and that there was no cancellation from me in the system. He couldn’t escalate this for me, I asked multiple times.
He asked me to send a fax.
In this particular instance my dissatisfaction was based entirely on the unnecessary barriers that stood between me and the solution I wanted (the cancellation of my contract). Whereas personal customer communication can be a barrier, this was not the case with me. More or less every person I spoke to was pleasant, knowledgeable and listened to what I had to say. Yet, based on what I had to do to get my contract cancelled, I felt that nobody really cared about anything to do with my contract. When I asked to speak to a manager, I was told that there was no manager or that he/she wasn’t available.
I understood that they were just doing their job. In fact, the only negative thing I have to say about the people I spoke to is that nobody took responsibility for my problem.
The unnecessary barriers that are to blame for my dissatisfaction
Rigid Processes
Knowing how to get from point A to point B is important for everyone involved. But if the process is not designed with all end users in mind, or if the process does not contribute to an overall positive customer experience, does the process benefit the customer, or the company? Think of it this way…Can you write down the actual benefits the customers get if they follow a process and are they the benefits your customers are looking for?
Inconvenient access to services
Why can I do just about everything online – I can order services and equipment, I can view my invoices, I can chat to the online support people. I can find information via the search function. I can troubleshoot connectivity problems myself. I can do everything but cancel my contract. To do that, I had to drive to a fax machine on 3 different occasions. As I live in the country, it’s a fifteen minute drive to the nearest post office. It won’t be difficult to guess my impression of the service at this stage in the cancellation process, especially because I had to do it 3 times.
Restricting company policies
I had received a letter confirming my cancellation, but apparently this didn’t matter. My cancellation wasn’t “in the system”, which means my contract wasn’t cancelled. End of.
The customer isn’t always right and not everybody should be transferred to a manager, a teamleader, or the next level of support. But hearing “no can do” does not leave a great impression with the customer, especially if he/she is already upset. There should be an escalation path for every scenario, if one is identified as needed. As in my case, if a service breakdown occurs, at the very least, the provider should be able to say “I will forward your concern/problem/question to my manager/teamleader/colleague”, or even “I will ask someone to look into this.” (Whatever happens afterwards is something I should/will write about another time) At this point in the service, my biggest expectation was that someone took responsibility, which could only be conveyed through commitment. Asking for another fax doesn’t cut it.
To summarize, when CSAT is important, consider the following
An ex-customer is a potential future customer, an unhappy ex-customer rarely is
I could simply have been an ex-customer instead of an unhappy ex-customer. As a result of the service I received I will never go back to this company. In fact, I will probably tell a number of people to reconsider signing a contract with this company if it ever comes up in conversation. Because that’s what unhappy (ex-)customers do.
Finally… a cancelled contract
I do apologize for this half-rant about my unhappiness with the company that shall not be named. It’s true what they say, writing is a form of therapy. I feel much better! My contract was cancelled as per 1.10.2015. Mission accomplished. More or less, because there’s still the matter of five months of payments between April and September.
Your customer service humbug
Feel free to share comments and/or experiences below, I’d love to read them.