How to work with external learning vendors
Part 2
When meeting with an external expert for the first time, there’s one crucial topic you should always bring up: their preparation process for the training or event.
What exactly will happen before, during, and after?
Before the program or event.
Listen closely to their responses.
Do they:
Plan to get to know their group beforehand?
Have a clear approach for doing so?
Conduct a needs analysis?
Use surveys, interviews, assessments? If so, in what format?
Provide a structured plan and materials for approval?
Consider pre-training meetings necessary? How many?
Do anything else to prepare?
During the program or event.
What kind of support will they need from your side?
What materials and tools will they use?
A Quick Side Note.
A true professional won’t even blink when asked, “Do you work online or offline?” The answer will be effortless:
“Whatever works best for you! I deliver in both formats and have tailored programs for each.”
And if it’s an online session? As mentioned in my previous article, they should be able to instantly demonstrate the digital tools they use.
Bonus points if you notice they use a premium platform subscriptions rather than struggling with the basic, limited, free versions of Miro, Zoom, or Mentimeter.
Pro Tip: Active Listening Reveals Everything.
If you truly pay attention — using seventh-level active listening, not just the first — you’ll see their expertise reflected in their own behavior.
If they’re a design thinking professional, they’re unlikely to rigidly push a pre-set program. Instead, they’ll listen, empathize, and explore — because that’s Step 1 of the methodology they teach.
If they specialize in Agile, they should naturally demonstrate agility in your conversation (not necessarily in their pricing 😉).
If they’re a negotiation expert, well… Here’s a story for you.
When a Negotiation Trainer Fails at Negotiation.
Not too long ago, we were running a tender for a negotiation skills learning provider. The agency’s team joined the meeting: the lead expert — an impressive-looking man — and their key account manager, a young woman. My colleagues from procurement and I were also in the room.
We discussed the content, objectives, and structure of the program. Everything seemed fine.
Then, I asked, “Shall we discuss pricing?”
The trainer immediately leaned back, sighed dramatically, turned to his colleague, and said:
"Well, that’s your area. Go ahead — negotiate."
The poor girl stammered through the pricing details, nervously handed us their proposal, and… well, you can probably guess how that tender ended for them.