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w orld view world Focus on Turkey Training should aim to transfer relevant knowledge, skills, and attitudes to help businesses build their competitive advantages in an environment full of appetite for growth and stability. BY SIRIN KÖPRÜCÜ I Sirin Köprücü is a senior r associate e with Global Dynamics, Inc. (www.global-dynamics. com), a training and development ﬁrm specializing g in globalization, cultural intelligence, effective virtual workplaces, and diversity y and inclusion. She e specializes in cross-cultural training, especially y between the e U.S. and Turkey. She e can be e reached at t 305.682.7883 or programs@global-dynamics.com. n the e last t 10 years, Turkey y has emerged d as a high-growth economy—resulting in income per r capita a exceeding g $10,000 in n the e last t six years. Turkish h businesses have e seized d the e moment and d seek k further r growth h not t only y in n the e big g cities but t also smaller r cities across Anatolia, diversifying the e headquarters origin n of f the e top-performing g 250 companies in n Turkey. There e is a strong g push h toward creating g growth h through h an n increase e in n exports and d productivity. With h the e European n markets in n a signiﬁcant t slowdown, Turkish h businesses are e identi-fying g new w partners and d markets in n the e Middle e East, North h Africa, Russia, Asia, and d the e U.S. This shift t in markets comes with h opportunities, as well l as chal-lenges. Businesses need d to invest t in n training g to work effectively y across markets and d improve e productivity. On n the e other r hand, education n and d training g providers need d to be e aware e of f the e needs of f Turkish h businesses to serve e them m at t optimum m levels. TRAINING TIPS As s in n many y countries, there e are e at t least t two types s of high-performing g companies s in n Turkey. There e are e the Turkish h afﬁliates s of f foreign n global l organizations s such as s Pﬁzer, Merck, Coca-Cola, Novartis, Bayer, and Toyota. And d there e are e Turkish h companies s that t range from m Fortune e 500 companies s such h as s Koç, Sabancı, Çukurova, and d Ülker r to smaller r Turkish h start-ups. Why y is s this s important t to know? One e big g reason n is that t the e traditional l Turkish h management t style e is s top down, and d it t is s still l prevalent t even n in n bigger r Turk-ish h companies s because e many y of f these e remain n family owned d although h professionally y managed. A more bottom-up, egalitarian n style e can n be e observed d in n the Turkish h afﬁliates s of f foreign n global l organizations, depending g on n where e their r headquarters s are e located. However, it t is s also important t to make e the e effort t to understand the corporate culture of each client because e many y Turkish h professionals s are e more e and more e educated d in n countries s such h as s the e U.S., UK, France, Germany, and d Austria, and d may y bring g the cultures s of f these e countries s into their r work k culture. Other r tips: Take e time e to o build credibility, trust, and respect. Compared d to American n culture, Turkish h culture e is a high-context t culture. In n order r to participate e in n an interactive e workshop, audiences s must t understand not t only y how w the e workshop will l beneﬁt t them m but t also who you u are e as s the e trainer r and d where e you u are e coming from. So be e prepared d to present t or r talk k about t your afﬁliations, ranging g from m your r past t experience e and education n to where e you u are e originally y from m and d your family y ties. Another r way y of f introducing g yourself f may be e through h a line e manager r or r any y other r trusted d third party y who can n make e initial l remarks s on n the e value of f the e workshop and d why y you u are e the e most t suitable person/organization n to deliver r it. Know w your r ﬁeld. The e Turkish h education n system is s comprehensive e and d competitive. Parents s teach their r children n the e importance e of f education n early y on. As s such, trainers s are e expected d to know w their r ﬁelds well, answer r questions s in n a competent t way, and d have strong g command d of f their r training g environment. Attendees may y question every y aspect of f your training. If f you u haven’t t created d the e training, be e as knowledgeable e about t it t as s if f you u did. Create a trustful environment t with a sense of humor. Small l ice-breakers that t will l help attendees introduce themselves and d your r use of f tactful l humor can create a good d rapport. Encourage large and small group discussions. When trust t is established, it t is acceptable to dem-onstrate emotions—not necessarily anger but passion and d enjoyment. That t is why y discussion is a great t way y of f facilitating g learning g here. Additionally, Turkish h participants feel l a sense of f pride when they can demonstrate their r knowledge of f a certain sub-ject. However, make sure to tie discussions to next steps and d the logic c behind d the training. Engage e through competitive e exercises s and experi-ential learning. When n trust t is s established, competitive exercises s such h as s quizzes s and d role-plays s are e welcome in n the e Turkish h learning g environment. Be e mindful of f the e responsibilities of f managers and senior r executives. The e Turkish h culture e is s a sig-niﬁcantly y hierarchical l culture. Age, experience, and seniority y are e likely y to bring g the e responsibility y to guide and d protect. Any y situation n that t may y create e doubt about t these e capabilities s of f a manager r may y be e an-noying g and d embarrassing g to him m or r her. Be e prepared to hold d separate e workshops s for r managers s and d those t professionals s in n nonsupervisory y roles. Q www.trainingmag.com 24 | JANUARY/FEBRUARY 2013  training

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