Tooting Your Own Horn: How to Measure Soft Skills Training

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This book reviews 300+ pages of proven techniques used by large corporations to measure the results Soft-Skills training.

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SKU: BK-00102 Categories: , Tags: , , , ,


You CAN measure the results of Soft-Skills training- this book proves it!

Tooting Your Own Horn documents 15 years of research techniques and results from corporate and internal soft-skill testing by leading domestic and international Fortune 500 companies.


I began designing and conducting research as a sales tool for our seminars fifteen years ago. My clients sometimes conducted their own research. Years later, usually when the trainer retired, I would receive a copy. Recently I’ve become aware of how scarce soft skills research is. So this book is a case study of justifying training dollars for our clients. At the same time the instruments and approaches can be valuable to any training group. Thus this book and its title. Research is expensive- in time and money. However, anecdotal evidence is not enough to justify “soft” skills being designated “hard” skills. Statistics probably won’t change soft skills to hard skills either, but these statistics indicate that soft skills do make a difference in important areas for business. This book contains enough “indicators” to challenge the connotation of “soft” skills as unimportant for the business world. Research indicates a three-day training in interpersonal skills, management practices, sales strategies, the retention figures and/or the bottom line of Sprint, IBM, Chase Manhattan Bank, Pacific Bell and FPL. The trainings tested teach interpersonal skills which are similar to those skills cited by Peter Senge as essential for creating a learning organization. More on this under Theory 2 in the Author’s Note.

Change is hard to prove. Change in a positive direction is even harder to prove, and change that increases dollar return on investment is the most elusive of all. In this book we cannot prove this connection, but we can “indicate strongly,” and we will. We will use 27 separate research studies. Two were conducted by IBM, one by Sprint Corporate, 19 by International Dialogue Education Associates, one by Pacific Bell, one a panel report, one by Chase Manhattan Bank, one by Dell Computer Corporation and one, a review of the literature. The studies collected data from more than 1,250 employees. In a study conducted for the Labor Department of Motorola Inc. estimates that they earn $30 for every $1 invested in employee training. For “soft” skills, this book’s research indicates the figures might be even larger. Do the people involved think the skills they learned in the training had a significant role in the improved productivity and sales? We’ll use their own words to answer this. Their exact words are one of the reasons for this book.


Instruments, surveys, interviews and figures from IBM, Pacific Bell, Sprint, Chase Manhattan Bank, M & M Mars, Dell, 7-11, Allstate Insurance, Nissan and many more


Preface Introduction

Chapter 1 Bottom Line Impact

Chapter 2 Long Term Impact: IBM and Chase Manhattan Bank

Chapter 3 Research

Chapter4 Meeting $aved

Chapter 5 Management Practices

Chapter 6 Team Building

Chapter 7 Humor Chapter 8 Time $aved—Money $aved

Chapter 9 Common Language

Chapter 10 National Sales Record Set

Chapter 11 Attitude Changes

Chapter 12 Changes/Success

Chapter 13 Energy/Fun

Chapter 14 Use of Other Seminar Skills

Chapter 15 Super Question5 and Metaphors: Two Skills Going in Opposite Directions

Chapter 16 Manipulation/Dovetail

Chapter 17 Other Measurable Indicators: Customer Complaints, Retentions, Replacements, and Activation

Chapter 18 I-E Locus of Control

Chapter 19 ASTD Panel Report: FPL, Sprint and Pacific Bell

Chapter 20 Synopsis from Pacific Bell study by Linda McGregor

Chapter 21 Evaluations from Dell Computer

Chapter 22 Health and Interpersonal Skills



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