Aaron Macintyre was co-trainer on a Competency Workshop with one of his training company’s new clients, a multinational publishing corporation, and he was taking a few minutes to relax before his next presentation. He sat at the back of the training room, behind the delegates while his training partner, Susan Goodyear was leading a session on Competency Definitions, which was a pretty dry subject.
Susan was new to the company and had previously been in the armed forces. Today’s workshop was an opportunity for Aaron to get to know Susan’s training style and to help her to fine-tune her skills using his ten years of ‘high profile’ training experience with big-name companies. Aaron had not been prepared for what was about to happen.
The group they were training was a pretty cynical bunch; mostly long-serving managers who had seen decades of “new” training initiatives come and go. They gave the strong impression that they were on this training workshop under duress. The senior management team of the publishing organisation had called in Aaron and Susan’s company to standardise job descriptions and the people management language across their many different international and subsidiary offices. Of course, the delegates were reluctant to ditch the techniques they felt they had been using successfully for many years. They had to be won over.
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