Why I Teach Business Writing Courses

Communication Crisis

There is a communication crisis in the marketplace. As individuals and organizations shift from traditional forms of communication to leverage technology, we’re seeing lots of information flowing back and forth, but much of it is ineffective, frustrating, and confusing.

There are generational preferences when it comes to communication. Baby boomers prefer a phone call, Gen-Xers would rather get an email, and Millenials like to communicate via text. These are generalizations, of course, but seem to make sense as we think about the technological evolution of the past 50 years.

With a growing virtual workforce and reliance on conference calls and email to relay communication between customers, colleagues, vendors and business partners, we need to learn the skills of effective communication or we’ll spend valuable time clarifying, restating, or fixing our communication mistakes.

We Love to Hate Email

We have a love-hate relationship with email. It’s so easy to use, and it removes a task from our to-do list so we can move on to the next thing. Once we’ve hit send, the ball is in the other person’s court – it’s up to them to respond to what was just delivered to their inbox.

Email gets a bad rap because it’s assumed communication has occurred, but oftentimes we overlook limitations in the way information was presented, forget to specify what the receiver is supposed to do, or fail to consider the image we’re presenting about who we are. Email is ineffective not because of the technology, but because of our lack of skill in leveraging the possibilities of email as a communication tool.

Beyond Email

We have similar struggles with putting together effective presentations, to the point where someone coined the phrase Death by PowerPoint! The problem is that we continue to use the tools while we complain about them without taking the time to develop an ability to use them for good.

Writing reports and proposals also takes some practice in order to make them impactful and actionable. Understanding how to inform and influence effectively doesn’t come naturally to most of us, so we have to be intentional about developing writing skills to make our expertise shine, to be taken seriously, and to get the reaction we want from all of our hard work.

Upcoming Writing Workshop

I have an upcoming Effective Business Writing workshop on Thursday, April 7th, 8:30-4:30 at the Nebraska Business Development Center (NBDC). Register here.

Another session is scheduled for October 27th, 2016.

I am also available to create a custom workshop for your organization, or to provide coaching for individuals or small groups. Contact me through the Cornerstone Global web site.

Right Management: Only Half of Firms Regard Talent Management as Top Priority



Right Management Survey Reveals Only Half of Major Firms Regard Talent Management as a Top Priority (via PR Newswire)

PHILADELPHIA, Dec. 4, 2012 /PRNewswire/ — Only half of major organizations regard talent management as a top priority, according to a survey of 537 U.S. companies by Right Management, the talent and career management expert within ManpowerGroup. For 13% of organizations talent management is a secondary…

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Cultural Savvy in the Training Room

Unconsciously baked into every training program are a group of biases, preferences, and approaches that overlook the cultural and sub-cultural realities that training participants bring with them to the classroom. With increasing regularity the training room is filled with a diverse mix of individuals that, without attention to this reality, could be hampered in their learning if trainers and instructional designers don’t develop some cultural savvy.

A good diversity program encourages awareness of and appreciation for a laundry list of differences from ways of thinking (cognitive diversity) to education, socio-economic background, race, gender and age. We learn not to judge others for those differences, but to find common ground. We look for ways to learn from one another and draw on each person’s strengths as we work in teams and strive to reach the organization’s goals.

Diversity training is seen as a program – something that good companies do to help employees get along and create goodwill in the community. Yet as our organizations become more global and cross-cultural, little has been done to ensure training is conducted in a way that makes sense to the globally diverse workforce.

With western dominance in the area of training development, most training programs are designed within a very narrow framework by instructional designers with little, if any, training in cultural dimensions.

Dutch researcher Geert Hofstede is well-known for his longitudinal study that led to the identification of six cultural dimensions:

  1. Power Distance: the degree to which the less powerful members of a society accept and expect that power is distributed unequally.
  2. Individualism vs. Collectivism: loose-knit social framework where individuals take care of themselves vs. a tightly-knit social framework where relatives and in-groups take care of one another.
  3. Masculinity vs. Femininity: Traits that are considered masculine are achievement, heroism, assertiveness and material reward for success. Feminine traits are cooperation, modesty, caring for the weak and quality of life.
  4. Uncertainty Avoidance: the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity.
  5. Long-term vs. short-term orientation: Societies with a short-term orientation generally have a strong concern with establishing the absolute Truth. In societies with a long-term orientation, people believe that truth depends very much on situation, context and time.
  6. Indulgence vs. restraint: Indulging societies allow for free gratification of human drives for life and fun. Restraining cultures suppress gratification using strict social norms.

Watch Geert Hofstede talk about the Seven Deadly Sins in a Multicultural World

  1. Trainers and instructional designers should learn about the cultural dimensions. In addition to Hofstede’s view, Robert House led a study of 62 societies in the GLOBE study. Both Hofsted and House are good starting points for understanding cultures.
  2. Find a middle-ground that avoids extremes that can cause a learner to shut down. The best approach is variety. Use difference teaching methods to ensure all cultures are engaged at some point during the training. Go from lecture, to small group discussion, to role-playing/experiential exercises.
  3. Know your audience. To the degree possible, consider the cultural diversity within the classroom and adjust your approach accordingly.
  4. Adjust as you go. Watch for reactions of participants and try different teaching methods if it seems learners are indifferent, disengaged, or even hostile. This is a good practice no matter what the makeup of the class, since there is some level of diversity in every training session.

American’s tend to like trainers who are high-energy, humorous, and get the audience actively involved. I’ve witnessed this approach in global contexts as a U.S.-based trainer is sent to England, Bangalore, or Manila to conduct product training. This over-the-top, highly individualistic and indulgent style often did not resonate with the audience, who was used to lecture-style training within a strict hierarchy.

The opposite can happen, too, as a lecture-based training can be viewed as boring and un-engaging by American’s who want to be actively involved through exercises and dialogue.

Conducting effective training in a global context is becoming increasingly difficult. Cultural savvy is a critical element that will greatly benefit trainers who want to ensure learning is taking place.

Every culture has its biases, preferences and values. Developing an understanding of cultural differences and proactively building training programs to incorporate the dimensions of culture will lead to more effective training. An additional benefit of building cultural savvy into the training room is that walls of miscommunication are broken down and relationships are forged.

Purchase these books from the Minding the Gap Bookstore:

Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across NationsCulture, Leadership, and Organizations: The GLOBE Study of 62 SocietiesCultures and Organizations: Software of the Mind, Third Edition

Project Management Skills Should be Required for Everyone!

Project Management Lifecycle

An organization I work with recently switched to a new email server. The plan was that at the flick of a switch everything would migrate to the new server and in less than five minutes everyone would be up and running. A week later the mess is still being cleaned up.

Very few IT projects that I’ve participated in have been implemented without some unexpected glitch. In fact, I think the mantra of many in IT is “expect the unexpected.” The point being, as optimistic as one might be, it’s a good idea to think about what could go wrong and plan accordingly. And just as importantly, communicate accordingly.

In the scenario I described above, even if the switch would have worked and the system was up within minutes, there was additional set-up that every user needed to complete to activate the system. No one anticipated this. No email message with self-service instructions was provided, so the IT staff has had to work individually with everyone in the organization to get them set up.

Unfortunately, situations like this happen all the time.  We get focused on the core task and forget what is happening up and down stream. As a college professor I believe a critical skill that every college graduate must learn is basic project management. The project management body of knowledge (PMBOK) focuses on five key processes:

  1. Initiating
  2. Planning
  3. Executing
  4. Monitoring and Controlling
  5. Closing

There are also nine areas of knowledge that are central to managing any type of project:

PMBOK

 

 

 

 

 

 

 

 

 

Not everyone who leads a project will need to be concerned with every aspect of these nine areas of knowledge. However, a basic education in project management will promote the acquisition of a project management mindset that identifies areas of risk, possible derailments, and contingency plans. When employees are taught to anticipate what might happen, whether in customer interactions or technology implementations, communication can help control the process and curtail the need for inefficient crisis management if things go wrong.

The key to managing any project is asking the right questions before the project moves an inch. Here are a few that apply to almost all projects, and should be asked by everyone whether they are managing the project or not.

  1. What, exactly, is changing? What will be different when we’re done?
  2. What might go wrong? What will happen if things go awry? What makes for a good project implementation?
  3. What is my role? Do I need to communicate information down the line?
  4. Do I have critical information or concerns that I need to share with someone in charge?
  5. What assumptions am I making about the project?
  6. Are there others who may be affected by the project who don’t know as much as I do? What might I need to share with them?
  7. What could be done to make the project as smooth as possible?
  8. Would it help to create a FAQ document? A job aid or quick reference guide? What would help me do my job easier – that’s usually important to everyone.
  9. What has been communicated about the project? Is it sufficient? If someone walked in off the street could they make sense of what was happening?
  10. What are my co-workers most likely to ask questions (or grumble) about?

Failure to effectively manage projects results in inefficiency, including re-work or additional work, and causes hours of grumbling among staff. A little pre-planning and an extra communication effort can make a huge difference in the execution of a project. Going back to my original example, if the questions above were given any consideration, a whole week of stress, confusion, and reduced productivity could have been avoided.

The One-Page Project Manager: Communicate and Manage Any Project With a Single Sheet of Paper

Order The One-Page Project Manager from Minding the Gap Bookstore!

Absolute Beginner's Guide to Project Management (2nd Edition)
Order The Absolute Beginner’s Guide to Project Management from Minding the Gap Bookstore!