Berlitz

COACHING COMPONENT CREATES COMPETITIVE ADVANTAGE FOR BERLITZ

The Berlitz brand name packs the power of Coke or Kleenex. With more than 375 locations in 50 countries, this world-renowned, 123-year-old company is virtually synonymous with professional language training. Berlitz maintains so powerful a competitive advantage by constantly adding value for its clients. When Berlitz introduced cross-cultural training, it decided to add coaching to its services in that area, and enlisted Milestones, Inc. to help.

Globalization has created a demand for cross-cultural training programs, which bridge cultural gaps for international business travelers and for executives transferred to foreign offices. These programs provide information and develop skills in areas such as social and business etiquette, how to communicate and negotiate better across cultures, and how to work more effectively with people of other countries. In 1995, burgeoning demand from its clients led Berlitz to establish its Cross-Cultural division.

REINFORCE SUCCESS
Sheida Hodge, Berlitz’ Worldwide Director of the Cross-Cultural division, knew from previous experience that a coaching component could qualitatively strengthen the company’s programs. Hodge offers the example of an American executive sent to Japan. In Berlitz’ program, the executive is taught that a key management skill in Japan is consensus building. In practice, however, the American may find it hard to control his tendency to make fast, independent decisions. This trait is esteemed and rewarded in American business culture, but in Japan it can lead to conflict with his colleagues, who may view it as an arrogant failure by the executive to consider their opinions.

“He may be reluctant to seek help from the Japanese or from his manager in America for fear of appearing incompetent,” says Hodge. “But he will be comfortable about being coached by his Berlitz trainer, a non-judgmental third party who is free of company politics.” This coaching will help resolve the problem, whereas the executive’s Japanese and American managers may not have the time or the coaching skills to intervene effectively.

Hodge approached Madelon Miles about setting up a coaching program to enhance the services offered by her division. “Milestones is a premier coaching company and we wanted a professional job,” says Hodge. In the recently completed first phase, Madelon worked with Hodge and her staff on setting up and marketing their new program. They merged Milestones’ coaching expertise with the established Berlitz style of teaching. “Berlitz’ cross-cultural training is excellent,” notes Madelon, “and becomes even stronger with a mechanism to provide reinforcement, support, and coaching once the client is out in the real world. Milestones is contributing that additional capability.”

DEEPEN CLIENT RELATIONSHIPS
In the next phase, to begin in the fall of 2001, Madelon will instruct Berlitz’ cross-cultural trainers in coaching techniques. “Berlitz’ people are outstanding in presenting a fixed curriculum in a classroom setting” says Madelon. “Milestones,” she adds, “will teach them to effectively coach one-on-one as part of an ongoing process. Berlitz will strengthen its existing client relationships by providing this additional service.” In the third phase, Madelon will educate the Berlitz sales staff and consultants about coaching and train them in presenting it to their clients. Venues for phase three will include national sales meetings and telephone bridges (multi-party conference calls).

Milestones, Inc. believes that coaching is a valuable adjunct to companies that provide education and training. “Our work with Berlitz is the first of what we expect to be many strategic alliances with powerful international brands,” says Madelon. “It’s an exciting new way for us to expand our expertise and add value to our customers businesses."