I was recently at a client’s premises discussing the final stages of the project I was working on. Over lunch, I was introduced to another independent consultant who was ‘doing some Situational Leadership training for us’. I was introduced as someone who was ‘helping us with our Induction Programme’.
Maybe its semantics, but this simple change in language highlighted one of the key differences between a trainer with a ‘product’, and an invisible trainer. Trainers generally like to be considered partners, but the reality is that often, they are suppliers. Often this too is down to the language used... “I can do X for you”, “My workshop will achieve Y”. This is then reflected by the client. “You said you would...” etc. Both sides protect their property and ideas and there is a clear sense of you and us. Not to say that this can’t be a harmonious and productive relationship (indeed it often is), but the fact is, the trainer is a supplier. If the supplier doesn’t live up to expectation, then another supplier is sought.
Maybe its because no-one knows we’ve been there, or that all the end credit goes to the internal team at the end of the project, but as an invisible trainer, I fee the focus is much more on ‘we’ and ‘us’. Information is shared freely, work is completed in partnership, and you do become an extra team member for the duration of the project. The invisible trainer fills the gaps, oils the wheels and facilitates a solution (rather than produces a ready-made one), and then silently exists stage left.
So, how can we become more like partners and less like suppliers? Here are three simple tips:
1. Listen more than talk. Find out what’s important to them, don’t talk about what you think they need.
2. Share information freely. You have to give if you want to receive, so set the example yourself.
3. Don’t try and make your product fit their need. If it does, great. Go for it. If not, be honest. They will remember you and bear you in mind for the future.
4. Don’t rush. As a partner you are there to support them, not drive them. Be prepared to work on their agenda at their pace.
5. Talk about us and we, not you and I. Make sure that the language you use reflects a partnership approach. Say things like “we can do...” rather than “I will do...”. This also helps to encourage joint responsibility for the outcomes.
Sheridan Webb
