The May issue of Training + Development magazine describes a sales coaching initiative, “Sales Coaching Across Cultures,” that was successful at one company’s offices all over the world. According to the magazine, it was successful with people from the US, Norway, Argentina, Japan, Italy and Australia.
What design methods can make a standard program effective in a number of culturally distinct locales? In the above instance, it’s clear that the delivery of the sales coaching lessons was flexible enough to allow for culturally-specific tactics, which are different from country to country. Oftentimes we hear about the failure of global initiatives created in one culture that didn’t reflect adjustment when delivered in another culture. It’s important to understand cultural gaps in learning styles when training around the world. For example, how would a German group of sales managers best learn how to coach their team versus an Indian group? How does the value placed on relationships make the sales process different in these countries? How do norms of communication affect the ways in which a sales manager would coach a salesperson?
The magazine states the company learned that “a global initiative is most effective when there is a standard program that is delivered locally and with flexibility.” How would you factor cultural differences into a global program design? What would you use to support the global integrity of widespread initiatives? Please let us know.
