Who are “they”?

Have you ever been on the customer end of a statement involving the anonymous, yet typically uncooperative, “they”?  It goes like this…

Customer:  “I’d like to return this item even though I don’t have a receipt.  Can you help me?”
Service Provider:  “I’m sorry, they don’t allow us to accept returns without a receipt.”

At first glance, you might think that sounds pretty good and quite friendly.  However, there’s a subtle problem.  The employee said “they” don’t allow “us” to accept returns.  Who are “they”?  The evil, uncooperative business owners?  Doesn’t this employee represent the business, hence making him or her a member of the “we” group vs. the “us” collection?

Employees represent your business and are the “face” of your business to everyone whom they encounter in the course of doing business.  When referring to the employer, employees should always say “we”.  This demonstrates inclusion and alignment with the company, its products and its values.

  • We appreciate your business.”
  • “I’m sorry, we’re unable to accept returns without a receipt, but would you be interested in an exchange?”
  • We offer some additional discounts for students.”

Take time to meet with your employees and remind them that each of them is part of “we”!  Share your company vision and values and ensure that everyone feels like a player on the team vs. an observer from the bench.

Don’t leave your customers thinking, “Who are ‘they’?”





Sink or Swim! ….the worst way to train employees

“Well that’s how I was trained, and I turned out fine!”  This is a destructive and short sighted attitude for employers to take when it comes to employee training. 

It costs a lot of money to recruit, interview and hire an employee.  The time between an employee’s first day on the job and actual productive work output is directly related to the quality of training provided.  Just because the “learn by immersion” theory worked in some cases doesn’t mean it’s the best use of resources.  It will generally end up costing the business more in the form of mistakes and reduced efficiency.

Developing a good employee on-boarding program that gives new employees a solid understanding of the goals and vision of your business, and then giving them concrete expectations and procedures for doing their job, not only benefits the new employee but the business and its customers as well!

Don’t expect your new employees to “sink or swim”.  Ensure that they get their feet wet the right way and reap the benefits of a strong employee training program! 


If you are called upon to give the “present” of a presentation…

You’ve been there.  Prisoner to a painfully poor presenter who drones on and on without any apparent consideration for you…the “captive” audience.  Public speaking certainly isn’t everyone’s idea of a good time, but if you are called upon to speak, there are some simple things you can do to make your presentation more meaningful, memorable and motivating!

Breathe deeply before speaking as this will help calm your nerves and steady your voice.

  • Outline your key points on a note card, but don’t read from a script. Be conversational and natural in your delivery.
  • Never begin with an apology or a downer statement such as, “I’m not really good at this, and I hope you don’t fall asleep … just bear with me.”  -Be confident and just get started … with a good opening!
  • Prepare a strong opening such as a story, an analogy, an intriguing question, or a meaningful statistic.  Give the audience a reason to engage and keep listening.  This is called the “opening hook”.
  • Answer the listener’s unspoken question, “Why do I care about this?” before he or she even thinks it!  That’s called giving them the WIIFM – What’s In It For Me
  • Stick to the main points and don’t try to cover too much information.  Make your presentation as short as possible, and leave some “change in your pocket”.  That means having a little extra information to add if people seem to want more. 
  • Close with power!  Refer back to your opening, share a concluding story to summarize or deliver a poignant quote.  Don’t end with the cliche’, “Are there any questions?” That just leaves your close hanging.   Deliver your power close, say thank you, take the applause and then say, “I’ll be happy to answer any questions you have at this time.”

The great John Wayne summarized it best when he said, “Talk low, talk slow, and don’t talk too much.”

Presenting doesn’t have to be painful…for the presenter or the audience!  Next time you’re called upon to present, give your audience the gift of a great presentation!


Desperately seeking simplicity

How much is on your “to do” list right now? Do you need more hours in the day? When it comes to your time, have you ever considered your return on investment?

Every day you are investing your time in something. By nature, we complicate things, take on too many tasks and do a lot of things the hard way. The result is stressed out, burned out people, frantically functioning through life, without really living it. Henry Thoreau said, “Our life is frittered away by detail…Simplify, simplify.” If you really desire more time for what’s important, it’s up to you to simplify. Here are some suggestions:

Start by identifying what is most important to you. Boil it down to two or three main things you do with your time that you feel will have the most lasting impact. Put those at the top of your list … and keep them there. Then list all of the other ways your time is spent and scrutinize everything you do today.

Eliminate or delegate things of lesser importance. Scan the list for things you don’t really have to do, but you do anyway. Determine if it’s time to eliminate some of these things, or if someone else could do them just as well. Consider email lists to which you can unsubscribe to eliminate clutter, magazine subscriptions you can cancel because you never read them, and chores you can assign to others in your household – especially if they’re just as “qualified” as you are to do them!

Automate as much as possible. Consider using direct deposit to save a trip to the bank, automatic bill pay to avoid missing critical due dates, creating grocery lists and appointments in your phone so they’re always handy, and letting calls go to voicemail if you know you don’t have time to talk to the caller.

Don’t overcomplicate tasks by requiring perfection. There are cases where perfection is the only option, but for the majority of things, good enough is good enough. The house will eventually get dusty again, but your children won’t grow smaller. Determine what can function just as well with good enough right now and save perfection for the things that really matter.

Consider your time a precious commodity. Invest it wisely.

“Simplicity is the ultimate sophistication.” — Leonardo da Vinci

Beyond Appreciation – Acknowledging Gratitude

I’ve always said Thanksgiving is my favorite holiday.  Why?  It’s one of the few holidays not based on giving or receiving anything, but based on being grateful for what you already have.  An attitude of gratitude is extremely powerful, in our personal lives as well as our business lives.  Gratitude goes beyond just appreciating something to acknowledging the many things around you that are worthy of your recognition. 

The power of acknowledging what we are thankful for is incredible and helps reduce stress, enables us to face challenges better, and improves our relationships with others. If you pay attention, there are numerous opportunities to acknowledge your gratitude every day.  All over Facebook, many people are making a specific comment of thankfulness each day throughout November.  This is an important activity, not only for their own well being, but for those around them.  But the acknowledgement doesn’t have to be public.  Some people keep a gratitude journal, or routinely write notes of appreciation.  A quick and easy way to acknowledge gratitude is to speak it sincerely, to those who should be hearing it, or even to yourself!

Though not everyone will admit to wanting recognition, most people truly like it.  Employee satisfaction surveys indicate that American workers crave recognition in the workplace.  A sense of being appreciated helps employees be more productive, improves performance, and even encourages better service to customers.  Organizations with effective reward and recognition programs report increased retention, job satisfaction, and overall performance. It’s important to encourage a culture of recognition that is not only manager to employee, but peer to peer, employee to customer, and customer to employee.  It doesn’t matter what direction the gratitude is coming from, the important thing is that it’s flowing! 

So express your gratitude today!  Ponder it, speak it, write it, or display it…the important thing is that you acknowledge it.

“Feeling gratitude and not expressing it is like wrapping a present and not giving it.”   — William Arthur Ward


That training was baaaahd! – “Sheep dip training” is not the answer to compliance

There’s a really baaaahd training practice running rampant in organizations and it’s called “sheep dip training”.  To get an understanding of what this is, you have to understand what “sheep dip” means.  According to the web authority extraordinaire, Wikipedia, Sheep dip is a liquid formulation of insecticide and fungicide which farmers use to protect their sheep from infestation against external parasites.  They gather up all of the unsuspecting little sheep and then begin to dunk them in the vat of poisonous liquid…for their own good, of course.

This is not unlike a popular training strategy used today.  It goes like this….

Dip ’em all!  Unsuspecting employees (the sheep) are herded into a training session (generally against their will) and are then subjected to painful lecturing on a compliance related topic like OSHA or GMP.  Everyone gets the same “dip”, at the same dosage, whether they need it or not.  The sheep suffer through it and then try to shake off as much as possible when they are released!  Trainers and Managers (the farmers) proclaim that the sheep are now “safe”.

Dip ’em in the same stuff, every time! Since the dip worked so well the first time, twenty six years ago, it must be good dip, so it stands to reason that farmers should use the same dip as before!  The sheep have started to notice that the farmers never seem to get dipped, and they even wear protective gloves, therefore; suspicion about the safety and efficacy of the dip starts to surface.  I would imagine the reason the farmers don’t need dipping is because they were dipped twenty six years ago and it must last longer for farmers.  ….or farmers are immune to the pesky parasites which afflict the sheep.

Dip ’em again next year!  If sheep aren’t dipped on a regular basis, they may be susceptible to infestation, so someone once declared that all sheep need to be dipped every year to prevent the scourge.  Plus, we know how “refreshing” the sheep find the dipping process, so they should be grateful they are so well taken care of, right?

There are numerous flaws with the “sheep dip training” strategy.

1) Not all sheep are the same, or respond the same to the dip.  Some employees need more emphasis on certain topics than others.  Training delivery, emphasis and duration needs to be commensurate with the learning objectives of each job function.  Learning is more relevant and transferrable when the trainees realize what the training means to them and how to apply it!

2) Not all sheep need the same dosage and concentration of dip to prevent parasites..and quite often a new formula will work better. Some compliance topics relate to everyone in the organization, but not in the same way, and not at the same levels.  Some employees will need to transfer the learning to behavior on the job, which would require good comprehension of the material and an understanding of how to apply those principles.  Some employees will only be in the vicinity of the risk, but never directly exposed, so their needs are clearly different.  By considering current events and the varied needs of staff, it’s possible to make compliance training fresh and relevant every time.  If your organization has been using the same old stale training over and over for years, you need to assess the efficacy of it.  It’s very possible that the training is past the expiry date!

3) Dip lasts longer on some sheep than others.  Depending on the level of risk involved, and the incident rate of particular non-compliances, some training needs to be delivered annually and some does not.  The important thing is to know if the regulations require “annual” refreshers, and for whom.  If the regulation doesn’t dictate the frequency of the training, it’s important to assess the risk level of each job function and provide the training commensurate with that risk.

Think about the training going on in your organization.  Are you a victim of sheep dip training?  If so, renew your training strategy to be more risk based and watch the morale and health of the sheep improve!

Whose Training Is It Anyway?

Is it time for your annual compliance training? Maybe your compliance training is essentially a  quick, on the fly “improv”?  Do you ever wonder who really cares?

Regulators care that you’ve provided it. The U.S. FDA 21 CFR §211.25 states that training should be given “with sufficient frequency to assure that employees remain familiar with cGMP requirements applicable to them.”  

Your quality department cares that they can demonstrate to the regulators that the training was delivered.

Your managers care that they can demonstrate to your quality department that training was delivered.

Your training department would like to deliver something meaningful to trainees, but is often pressured by managers to come up with a “one size fits all” training session for hundreds or thousands of people to ensure  minimal interruption to the business. So, with these varied interests in the delivery of compliance training, whose learning is it anyway?

Have you ever wondered what the employees really care about and for whom the training should actually be designed? In a culture where tracking training and proving that it is delivered is very familiar, we would likely find our efforts a huge waste of time if we actually measured the return on investment (ROI). The intent of the training regulations is not just that employees “remain familiar” with requirements, but rather that they apply the learning to their daily lives and operate in a state of compliance. The preamble to the FDA regulations state: “The Commissioner intends that training be meaningful to the employee, not a formalistic but useless exercise to satisfy a regulation.”  Are you currently inundated with “formalistic, useless exercises to satisfy regulations”?

It’s imperative that we begin to think of the real customer when it comes to delivering compliance training. Are you measuring whether or not the training was actually meaningful? If your training isn’t making a difference in the behaviors, attitudes, skills or knowledge level of employees, then you’re simply wasting your time and money on a “formalistic, useless exercise to satisfy a regulation.”

Training can be designed and delivered in a way that engages employees, helping them take ownership of the learning and apply it to their work! Good training changes behavior and performance. A key to improving performance is driving ownership of learning to the trainees. When training is done properly, organizational effectiveness and business results are enhanced.

Ban the improv sessions when it comes to compliance training, so that you can eliminate those risky, improv performances on the job.


Failing to plan is planning to fail

Winston Churchill said, “He who fails to plan is planning to fail.”  A lot of times people seek the help of workplace learning and performance (WLP) professionals only after they realize through costly mistakes that they’ve failed to properly plan their employees training to build and sharpen skills.  Advance planning and design of a strong training system for your business can prevent these mistakes, but where do you begin?

A well designed curriculum is the cornerstone of a strong training program, whether utilizing a Learning Management System (LMS) or a manual process.  A lot of smaller companies don’t consider the varied needs of  each employee and may attempt to use “one size fits all”, generic training which will likely end up “fitting none” just right.

Job / task analysis is the start to determining the precise needs of employees performing varied functions.  A modular approach, often using a core curriculum, is a good way to get a better fit, for all of your staff.  Larger organizations, using electronic Learning Management Systems tend to overcomplicate this task by making hundreds of separate curricula vs. finding common needs among staff and building from base modules.

Curriculum design and assignment can often seem overwhelming and complex.  However, with proper analysis, this daunting task can be easily managed and explained to regulators and third party customers.  There are some simple techniques to evaluate training requirements and group them in an efficient manner.

Identify the training the applies to “everyone” in the organization.  Then critically ask yourself if every employee will really need that information at the same level, from the same point of view.  Just because a topic applies to everyone, doesn’t mean it should be delivered in the same way to everyone.  Next, determine the ‘cornerstones’ of training that are shared across job titles and will apply to audience groups.  Separate ‘general’ training requirements from ‘specific’ training requirements and use that knowledge to create job specific curriculums, which contain common modules as their foundations.

You’ll be on your way to building a strong training program, uniquely suited to the needs and skills of every member of your staff.  If you need assistance with this type of plan, I’d be happy to help!