ATD Blog

Communicate Clearly and Openly with Client to Ensure Alignment

Wed Jun 25 2014

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Clients are often uncertain about what type of training they really need, explains Michael Brenner in Infoline’s “Aligning Training and Client Expectations.” For example, when a client requests a team building session, his rationale might be an employee with a bad attitude, who is affecting the morale of the whole team; or it may be a manager, who feels he’s losing control of the team. While a trainer might posit that team building is not necessarily the direction to go, a client might be disappointed if told that outright by a trainer.

Clients are often uncertain about what type of training they really need, explains Michael Brenner in Infoline’s “Aligning Training and Client Expectations.” For example, when a client requests a team building session, his rationale might be an employee with a bad attitude, who is affecting the morale of the whole team; or it may be a manager, who feels he’s losing control of the team. While a trainer might posit that team building is not necessarily the direction to go, a client might be disappointed if told that outright by a trainer.

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Alignment, ensuring that trainer and client are on the same page, allows both trainer and client to walk away from the engagement with satisfaction. However, alignment doesn’t happen easily; it is the outcome of trainers knowing which questions to ask, communicating clearly and openly, and anticipating impediments.

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The June 2014 bonus Infoline , “Aligning Training and Client Expectations,” outlines what trainers will need to consider to achieve alignment with their clients.

The June 2014 bonus Infoline, “Aligning Training and Client Expectations,” outlines what trainers will need to consider to achieve alignment with their clients.

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Brenner introduces the concept of HEART—honesty, empathy, accountability, resilience, and trustworthiness. This concept not only spells out the essential qualities of a successful trainer, but also an attitude that ensures the trainer’s values and intentions match the client’s desired outcome.

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Brenner reminds readers of Peter Block’s assertion in Flawless Consulting : “Having direct discussions with the client—about control, vulnerability, your wants, the chance of success, and how the discussion is going”—is only the first step in a successful contract between trainer and client. Contracts not only create a state of trust and security between both parties, but also allow the trainer and client to explicitly define the problem, spell out each other’s needs, and set out a means of solving the matter.

Brenner reminds readers of Peter Block’s assertion in Flawless Consulting: “Having direct discussions with the client—about control, vulnerability, your wants, the chance of success, and how the discussion is going”—is only the first step in a successful contract between trainer and client. Contracts not only create a state of trust and security between both parties, but also allow the trainer and client to explicitly define the problem, spell out each other’s needs, and set out a means of solving the matter.

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This Infoline advises trainers on how to engage their clients from the start, develop thorough contracts, collect data effectively using a variety of methods, and follow up with clients after the training solution to make sure the intervention has been a success.

This Infoline advises trainers on how to engage their clients from the start, develop thorough contracts, collect data effectively using a variety of methods, and follow up with clients after the training solution to make sure the intervention has been a success.