How to Apply a Global Mindset for Training

How does your company manage? If you have a remote employee on payroll or your employees work at different places around the world, then it is likely that your training is no longer in one place. So should business leaders, human resource professionals and trainers know about training global, virtual audiences?

How to Apply a Global Mindset for Training
How to Apply a Global Mindset for Training

In his career as a global trainer, Donna Stephief has visited 25 countries for 25 years. I asked for his advice on the creation of the global mindset and applying for training and learning.


Create Your Cultural Intelligence

Before you start working with people in any other country, you just have to study on that country’s culture – is not it?

Stepfi says that this is a common misconception. But knowledge is not enough to keep; You have to be ready to take action too. She says she has studied David Livermore, a writer who breaks “cultural intellect” in four competencies:

  • Drive
  • Knowledge
  • Strategy
  • Action

“Before I started researching my work, I did not realize that the wish was important,” she says. Cultural intelligence is more than gathering information. “It’s that drive and desire. When you work with people from other cultures, and then put that plan into action, then it’s about having a strategy and a game plan.”


Tune into Cultural Nuances

Stepfi has learned quantities about subtle differences between cultures, especially when it comes to learning. As a trainer, his students expect to handle completely different situations on the basis of where he is located in the world.


“If you embarrass a participant in the Middle East as a coach, you should immediately accept it and apologize, but in Japan, you should not accept it and apologize. He should wait till then. Unless you take private conversation, “she says.


“In South America, if something goes wrong – like you say that you have a participant who comes late with lunch – what you want to do is accept those people who are from lunch Come back, and do not say anything about the people who come back late. ”


Parsing these types of subtle differences and expectations can be difficult, so Stepfi suggests talking to a local manager before training a new group.

For example, he can ask a manager, “Help me understand your culture … You are sending three participants from India, to be able to meet their needs in the classroom, What do you need to know about? ”


Then, he pushes for a real answer. “They would probably say, ‘Oh, nothing, everything is the same.’ And this is not just the truth. I think that as instructors we have to say, ‘No, I really want to understand those people who Come on in training, tell me what they like, what they do not like, what do I need to know about their culture? ”


Understanding those cultural differences is so important because they are deeply involved in the learners. “We can not change the style of our learning. We can not change our culture, how we were brought and we learned to learn, just because we are traveling to America or we are going to a webinar based in America. The learners have their own style, and we have to answer their style. ”


Attach virtual learners

A recent ATP report shows that only 51 percent of corporate training is face to face – and that number is rapidly falling. If you are leading virtual training, then Stepfie suggests to think about how to modify your individual curriculum in a better way according to the remote format.


“For the virtual training led by the instructor, the key is to engage the learner in every three to five minutes,” she says. “Often, the trainer thinks he can do lectures, and they can not just do that. In virtual, remote words, they must use the available tools to include that learner.”


Be flexible

Even the best trainers have to respond to unexpected situations on the fly. Stephen describes a common experience among global trainers: using an English, preparing for training in a different country because English is the global language of business. They have been told that their participants are going to speak English. But when training starts, they feel that the English of learners is not strong.


So, the trainer has to adjust quickly. Maybe they can change their slide deck as more visible, with less text. Or they may change their activities to include more activities so that participants can speak their language and process information together.

“This is part of a good global mindset, because it means that I have a plan, but instead I have to do training work

Harvilas Meena

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