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Barry C.
About the Speaker: Barry Saiff
• Technical communications leader
• 32 years of technical documentation
experience
• Led writing teams at 6 US companies
• Founded Saiff Solutions, Inc. in 2011
• Provides content development to
Fortune 500 companies in Japan & US
• Loves acronyms
AGEND
A
Who are we?
Questions?
QUESTION: Where are you located?
3. ASK 4. REWRITE
a (often) a (always)
Technical writing requires good Pick 3 of your favorite writers. If you
people skills. were able to see their first drafts,
Don’t attempt it alone. you’d probably think, “I can do much
Ask questions. Ask for help. better.” The best writers in the world
are the best re-writers. Always
rewrite, rewrite, and rewrite some
more.
7 Habits of Highly Effective
Vision
Technical Writers
5. ACQUIRE FEEDBACK 6. UNDERSTAND
a (test, reviews) a (before publishing)
Technical writing is almost never When you start, you may not fully
100% on the first draft. Without understand your subject matter.
adequate testing and review, That’s fine. By the time you publish,
accuracy is often unattainable. make sure you do understand. If you
Make sure you get the feedback don’t understand what you write,
you need to excel. your readers are not likely to
understand it, either.
7. CONTRIBUTE If you write something, you need to
Notice things. Does the understand what you wrote. Even if it
prototype work as expected? is just a draft to show your editor, you
Are the user interface labels need to either a) fully understand
capitalized consistently? what you wrote, or b) have a list of
Ask questions. Make suggestions. questions. Do not write a sentence
Be a part of the product team. that you yourself do not understand.
Expect Excellence!
Empower Excellence: THRIVE
A manager operates at a high level of INTEGRITY. This
requires a deep respect for the power of your own
words, actions, and ways of being. This includes:
• Being careful not to promise too much, or raise
expectations too high. However, not too low either –
expect great things of yourself!
• Being responsible for your impact on the self-image
and performance of others.
• Keeping your promises. When you cannot, pro-
actively take responsibility for mitigating the impacts
on others.
• Modelling the behaviors, attitudes, and approaches
you want to develop in the staff.
Expect Excellence!
Empower Excellence: THRIVE
I – Integrity:
• Always examining how you might be the source of
the problem
• Learning from every mistake or failure, and from
every success
• Not cutting corners with integrity – do not deceive,
break the law, or let yourself off the hook; do not
share information prematurely or inappropriately
• Working at least as hard, and smart, as your staff.
• Holding yourself accountable for the performance
and results of your team
Managing Cross Cultural Teams
Three Key Success Factors:
1. Mix cultures and locations.
Having a mix of cultures in one location makes a huge difference.
2. Ensure editing, quality control, and inclusion.
Make sure writers in each location/of each culture have the advantages
they need to succeed.
One of the key success factors for Saiff Solutions, Inc. is that our
Filipino writers in the Philippines work with American, Canadian,
and Filipino editors and managers in the Philippines, as well as
American and Indian editors who are remote. Our editors have at
least 9 years of technical writing/editing experience each.
Managing Cross Cultural Teams
3. Embrace differences by increasing your awareness!
Understanding cultural differences – between countries, professions,
departments, companies – is crucial to your success. Consider:
• How do these people learn best?
• How do they typically handle conflict?
• What does “Yes” mean to them?
Learn how to listen newly, to hear what you are missing, and to speak
newly, to add what you assume and others do not.
You’ll need to continually expand your awareness to new levels.
You cannot succeed in this without getting to know people well.
Managing Cross Cultural Teams
• Management entails awesome responsibility and awesome
opportunity. Both are magnified by a mixture of cultures.
• For example, many Asians are socialized to defer to authority figures,
and foreigners, even those not in positions of authority. They may be
unwilling to say “no” or disagree with you, to ask questions or ask for
help, especially if you (even unknowingly) raise your voice or exhibit
frustration or anger.
• They may hide from you the impact of how you are being and what
you are doing. This can lead to very damaging situations, that you
only become aware of when it is too late.
Managing
Managing Cross
Cross Cultural
Cultural Teams
Teams