Why leadership-development programs fail

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Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale.

For years, organizations have lavished time and money on improving the capabilities of managers and on nurturing new leaders. US companies alone spend almost $14 billion annually on leadership development.1 Colleges and universities offer hundreds of degree courses on leadership, and the cost of customized leadership-development offerings from a top business school can reach $150,000 a person.

Moreover, when upward of 500 executives were asked to rank their top three human-capital priorities, leadership development was included as both a current and a future priority. Almost two-thirds of the respondents identified leadership development as their number-one concern.2 Only 7 percent of senior managers polled by a UK business school think that their companies develop global leaders effectively,3 and around 30 percent of US companies admit that they have failed to exploit their international business opportunities fully because they lack enough leaders with the right capabilities.4

We’ve talked with hundreds of chief executives about the struggle, observing both successful initiatives and ones that run into the sand. In the process, we’ve identified four of the most common mistakes. Here we explain some tips to overcome them. Together, they suggest ways for companies to get more from their leadership-development efforts—and ultimately their leaders—as these organizations face challenges ranging from the next demanding phase of globalization to disruptive technological change and continued macroeconomic uncertainty.

1. Overlooking context

Context is a critical component of successful leadership. A brilliant leader in one situation does not necessarily perform well in another. Academic studies have shown this, and our experience bears it out. The CEO of a large European services business we know had an outstanding record when markets were growing quickly, but he failed to provide clear direction or to impose financial discipline on the group’s business units during the most recent economic downturn. Instead, he continued to encourage innovation and new thinking—hallmarks of the culture that had previously brought success—until he was finally replaced for underperformance.

Too many training initiatives we come across rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.

In the earliest stages of planning a leadership initiative, companies should ask themselves a simple question: what, precisely, is this program for? If the answer is to support an acquisition-led growth strategy, for example, the company will probably need leaders brimming with ideas and capable of devising winning strategies for new or newly expanded business units. If the answer is to grow by capturing organic opportunities, the company will probably want people at the top who are good at nurturing internal talent.

Focusing on context inevitably means equipping leaders with a small number of competencies (two to three) that will make a significant difference to performance. Instead, what we often find is a long list of leadership standards, a complex web of dozens of competencies, and corporate-values statements. Each is usually summarized in a seemingly easy-to-remember way (such as the three Rs), and each on its own terms makes sense. In practice, however, what managers and employees often see is an “alphabet soup” of recommendations. We have found that when a company cuts through the noise to identify a small number of leadership capabilities essential for success in its business—such as high-quality decision making or stronger coaching skills—it achieves far better outcomes.

In the case of a European retail bank that was anxious to improve its sales performance, the skill that mattered most (but was in shortest supply) was the ability to persuade and motivate peers without the formal authority of direct line management. This art of influencing others outside formal reporting lines runs counter to the rigid structures of many organizations. In this company, it was critical for the sales managers to persuade the IT department to change systems and working approaches that were burdening the sales organization’s managers, whose time was desperately needed to introduce important sales-acceleration measures. When managers were able to focus on changing the systems and working approaches, the bank’s productivity rose by 15 percent.

Context is as important for groups and individuals as it is for organizations as a whole: the best programs explicitly tailor a “from–to” path for each participant. An Asian engineering and construction company, for example, was anticipating the need for a new cadre of skilled managers to run complex multiyear projects of $1 billion or more. To meet this challenge, it established a leadership factory to train 1,000 new leaders within three years.

The company identified three important leadership transitions. The first took experts at tendering (then reactive and focused on meeting budget targets) and sought to turn them into business builders who proactively hunted out customers and thought more strategically about markets. The second took project executors who spent the bulk of their time on site dealing with day-to-day problems and turned them into project directors who could manage relationships with governments, joint-venture partners, and important customers. The third targeted support-function managers who narrowly focused on operational details and costs, and set out to transform them into leaders with a broader range of skills to identify—and deliver—more significant contributions to the business.

2. Decoupling reflection from real work

When it comes to planning the program’s curriculum, companies face a delicate balancing act. On the one hand, there is value in off-site programs (many in university-like settings) that offer participants time to step back and escape the pressing demands of a day job. On the other hand, even after very basic training sessions, adults typically retain just 10 percent of what they hear in classroom lectures, versus nearly two-thirds when they learn by doing. Furthermore, burgeoning leaders, no matter how talented, often struggle to transfer even their most powerful off-site experiences into changed behavior on the front line.

The answer sounds straightforward: tie leadership development to real on-the-job projects that have a business impact and improve learning. But it’s not easy to create opportunities that simultaneously address high-priority needs—say, accelerating a new-product launch, turning around a sales region, negotiating an external partnership, or developing a new digital-marketing strategy—and provide personal-development opportunities for the participants.

A medical-device company got this balance badly wrong when one of its employees, a participant in a leadership-development program, devoted long hours over several months to what he considered “real” work: creating a device to assist elderly people during a medical emergency. When he presented his assessment to the board, he was told that a full-time team had been working on exactly this challenge and that the directors would never consider a solution that was a by-product of a leadership-development program. Given the demotivating effect of this message, the employee soon left the company.

By contrast, one large international engineering and construction player built a multiyear leadership program that not only accelerated the personal-development paths of 300 midlevel leaders but also ensured that projects were delivered on time and on budget. Each participant chose a separate project: one business-unit leader, for instance, committed his team to developing new orders with a key client and to working on a new contract that would span more than one of the group’s business lines. These projects were linked to specified changes in individual behavior—for instance, overcoming inhibitions in dealing with senior clients or providing better coaching for subordinates. By the end of the program, the business-unit head was in advanced negotiations on three new opportunities involving two of the group’s business lines. Feedback demonstrated that he was now behaving like a group representative rather than someone defending the narrow interest of his own business unit.

The ability to push training participants to reflect, while also giving them real work experiences to apply new approaches and hone their skills, is a valuable combination in emerging markets. There, the gap between urgent “must do” projects and the availability of capable leaders presents an enormous challenge. In such environments, companies should strive to make every major business project a leadership-development opportunity as well, and to integrate leadership-development components into the projects themselves.

3. Underestimating mind-sets

Becoming a more effective leader often requires changing behavior. But although most companies recognize that this also means adjusting underlying mind-sets, too often these organizations are reluctant to address the root causes of why leaders act the way they do. Doing so can be uncomfortable for participants, program trainers, mentors, and bosses—but if there isn’t a significant degree of discomfort, the chances are that the behavior won’t change. Just as a coach would view an athlete’s muscle pain as a proper response to training, leaders who are stretching themselves should also feel some discomfort as they struggle to reach new levels of leadership performance.

Identifying some of the deepest, “below the surface” thoughts, feelings, assumptions, and beliefs is usually a precondition of behavioral change—one too often shirked in development programs. Promoting the virtues of delegation and empowerment, for example, is fine in theory, but successful adoption is unlikely if the program participants have a clear “controlling” mind-set (I can’t lose my grip on the business; I’m personally accountable and only I should make the decisions). It’s true that some personality traits (such as extroversion or introversion) are difficult to shift, but people can change the way they see the world and their values.

Take the professional-services business that wanted senior leaders to initiate more provocative and meaningful discussions with the firm’s senior clients. Once the trainers looked below the surface, they discovered that these leaders, though highly successful in their fields, were instinctively uncomfortable and lacking in confidence when conversations moved beyond their narrow functional expertise. As soon as the leaders realized this, and went deeper to understand why, they were able to commit themselves to concrete steps that helped push them to change.

A major European industrial company, meanwhile, initially met strong resistance after launching an initiative to delegate and decentralize responsibility for capital expenditures and resource allocation to the plant level. Once the issues were put on the table, it became clear that the business-unit leaders were genuinely concerned that the new policy would add to the already severe pressures they faced, that they did not trust their subordinates, and that they resented the idea of relinquishing control. Only when they were convinced that the new approach would actually save time and serve as a great learning opportunity for more junior managers—and when more open-minded colleagues and mentors helped challenge the “heroic” leadership model—did the original barriers start to come down and decentralization start to be implemented.

Another company decided that difficult market conditions required its senior sales managers to get smarter about how they identified, valued, and negotiated potential deals. However, sending them on a routine finance course failed to prompt the necessary changes. The sales managers continued to enter into suboptimal and even uneconomic transactions because they had a deeply held mind-set that the only thing that mattered in their industry was market share, that revenue targets had to be met, and that failing to meet those targets would result in their losing face. This mind-set shifted only when the company set up a “control tower” for reflecting on the most critical deals, when peers who got the new message became involved in the coaching, and when the CEO offered direct feedback to participants (including personal calls to sales managers) applauding the new behavior.

4. Failing to measure results

We frequently find that companies pay lip service to the importance of developing leadership skills but have no evidence to quantify the value of their investment. When businesses fail to track and measure changes in leadership performance over time, they increase the odds that improvement initiatives won’t be taken seriously.

Too often, any evaluation of leadership development begins and ends with participant feedback; the danger here is that trainers learn to game the system and deliver a syllabus that is more pleasing than challenging to participants. Yet targets can be set and their achievement monitored. Just as in any business-performance program, once that assessment is complete, leaders can learn from successes and failures over time and make the necessary adjustments.

One approach is to assess the extent of behavioral change, perhaps through a 360 degree–feedback exercise at the beginning of a program and followed by another one after 6 to 12 months. Leaders can also use such tools to demonstrate their own commitment to real change for themselves and the organization. One CEO we know commissioned his own 360 degree–feedback exercise and published the results (good and bad) for all to see on the company intranet, along with a personal commitment to improve.

Another approach is to monitor participants’ career development after the training. How many were appointed to more senior roles one to two years after the program? How many senior people in the organization went through leadership training? How many left the company? By analyzing recent promotions at a global bank, for example, senior managers showed that candidates who had been through a leadership-development program were more successful than those who had not.

Finally, try to monitor the business impact, especially when training is tied to breakthrough projects. Metrics might include cost savings and the number of new-store openings for a retail business, for example, or sales of new products if the program focused on the skills to build a new-product strategy. American Express quantifies the success of some of its leadership programs by comparing the average productivity of participants’ teams prior to and after a training program, yielding a simple measure of increased productivity. Similarly, a nonprofit we know recently sought to identify the revenue increase attributable to its leadership program by comparing one group that had received training with another that hadn’t.

Companies can avoid the most common mistakes in leadership development and increase the odds of success by matching specific leadership skills and traits to the context at hand; embedding leadership development in real work; fearlessly investigating the mind-sets that underpin behavior; and monitoring the impact so as to make improvements over time.

Jacks-Of-All-Trades Don’t Get Interviews Because…

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As a career coach, I get a lot of emails that go something like this:

Dear J.T.,

I lost my job after working for more than ____ years at the same company. In that time, I had a variety of responsibilities. I worked in a half-dozen departments. As the company changed, I would take on new projects as needed. I was a “Jack-of-all-trades.”

I thought when I lost my job I’d find it easy to get a new one because of all I have done. I’ve got so many skills and abilities, my resume is three pages long. And yet, I can’t seem to get an interview. As I research positions on job boards, I find myself saying, “I can do that!” But, having applied to over 40 jobs, I’ve yet to get a single interview.

What am I doing wrong?

The answer is simple: When you try to look like a match for everything, you match nothing.

A Job Opening = Specific Problem To Solve

When a company has an open position, what they really have is a particular problem that needs to be solved. The person choose to hire will be the one that can solve the problem the best and is priced right. When you are marketing dozens of things about yourself, a/k/a being a Jack-of-all-trades, you overwhelm hiring managers. In fact, you distract them to the point they are unable to see you as a match. Not only do you appear overqualified, but they may also assume you are overpriced as well…resulting in your resume going in the “no” pile.(Here’s a good example of a Jack-of-all-trades who needed to revamp his LinkedIn profile in order to finally stand out to employers.)

The Solution? Become A “Swiss Army Knife” Instead

If you find yourself in the Jack-of-all-trades situation, I suggest you re-tool yourself to appear more like a Swiss Army Knife: be clear in what each of your key skills is good for and demonstrate them with precision. Here’s what to do:

Step 1: Identify the top 5 skill sets you want to leverage in your next position. You have many skills, but you need to focus hiring managers on the skills you are most passionate about using on a daily basis so you can find a job that plays to your strengths.

Step 2: Map out how those skills support an employer in solving a problem. Clarify how will you use these skills specifically to save and/or make the company money. Ask yourself, “What pain will I alleviate when I utilize these skills for an employer?”

Step 3: Quantify your track record of success in these key skills. You need to be able to back up your abilities with facts. Articulate examples of how you have used each of these skills to help an employer so you can justify the cost of hiring you.

Step 4: Optimize your career tools (i.e. resume & LinkedIn profile), so they reflect your problem solving expertise using the skill sets you chose to showcase. Simplify these documents so the text clearly supports your area of focus. Less is more. Give hiring managers enough information to confirm you can do the specific job without overwhelming them. Your career tools should say, “I can do the job you need, but you’ll need to contact me to learn more.” (Here’s an article where I explain why your resume has only 6 seconds to get a recruiter’s attention.)

Finally, Don’t Forget To…

Once you’ve gone from branding yourself as a generalist to a specialist, you need to do one more thing: start a proactive job search. Just because you revamped your professional identity to be better suited for specific jobs, doesn’t mean employers will start responding to your online applications. If you really want to get an employer’s attention, you need to increase your networking efforts so you can spread the word about your special problem solving abilities as a way to get referred into positions. (This article maps out why your resume is useless without the right networking strategy.)

What other tips can readers share to deal with the Jack-of-all-trades challenge? I’d love to hear your thoughts in the comments below.

P.S. – First time reading my posts? Thanks for taking the time to stop by! Not only do I write for Linkedin, but I’m also founder of the career advice site, CAREEREALISM, and currently run the career coaching program, CareerHMO. I hope you’ll check them both out!

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Antique Silver Shell Servers – Beach Dining with Style

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Stephen Darori sets History Straight

Antique Silver Shell Servers – Beach Dining with Style

Before there was money, there was silver and before that, there were shells. Antique silver shell servers add so much more than bringing the beach to 

your table. Antique silver shell servers are a reminder of our history as a species, our love of nature and the incredible forms it manifests.

Long ago, our oldest ancestors began trading and the means of exchange were cowrie shells. Men and women adorned themselves with shells in an attempt
to make themselves more attractive. Christians, Hindus and Buddhists have all attributed shells with religious significance. We’ve come a long way
since then, but shells still play a part in many of our lives. Antique silver shell servers add elegance and fun to our dining experience. They come
in forms that reflect the limitless imagination of Nature and humanity. They come in every shape and…

View original post 443 more words

Top Job Interview Tips

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Interview Skills – what really makes a difference?

It’s all pressure isn’t it? Not only do we live and work in a fast paced world, but we also have to be ever adaptable in the world of work, ever-ready to adjust that CV, explore and list our transferable skills, and so on. There’s so much good free information out there these days about how to structure your CV and application forms, that I suspect this has directly impacted on the increasing levels of post-interview disappointment that I am always reading about. Why? Because we’ve become so much better at the “getting the interview” part, that candidates are often failing to then “walk the walk” during the interview. I’ll cover this point in one of the tips.
So, what can be done to improve your chances at the next job interview? I have a number of practical tips for your tool kit. Which ones you adopt will be a matter of personal choice. I advocate all of them of course!

“6 of the best” Job Interview Tips:

• Be tuned in, switched on in advance: At least 30 minutes before you even enter the building, get “in the zone”, relax, breathe, tune in, and be absolutely on your game. Don’t leave it until you walk in the building to tune in.

• “Walk the walk”:
You have ticked all of the boxes in the JD, but do you have relevant and engaging stories for the panel that demonstrate that what you put down on paper lives and breathes for you. These anecdotes should be “locked and loaded” – ready to pull out of the bag as needed during the questions

• Rehearsals!:
This relates to the above point. I’d like you to dig a bit deeper, work a bit harder, at the whole rehearsing the potential answers you might give (to key questions which you will be able to anticipate, knowing the role’s requirements). They should be rehearsed aloud, not in your head. Get used to the sound of your voice, and it’ll pay dividends in terms of confidence and credibility.

• Better company research:
A no brainer? Perhaps, but again, candidates are getting smarter at this. You can download an annual report, get tuned into the company’s vision and objectives of course, but how about connecting with a few (non panel) employees via social networking, and finding out what the key issues are in the company?

• Post interview note:
You will no doubt in the past have followed up an interview with an email note thanking the interviews for their time, and briefly reiterating why you feel you’re right for the role. But how about a hand written, hand delivered card? This can be written out before hand, and left at reception as you leave (or if you’re walked right to the door, then pop back just after!). I’ve know this gesture work many times on a number of levels. The main one is, whether you get the job or not, you will be remembered for such a personalized way of saying thank you. If that idea doesn’t work for you, then a follow up email is a must.

• It’s a business meeting:
This is all about state of mind. If you truly view the interview as a business meeting, it will change the way you approach things slightly – you’ll feel a bit more like you’re sharing the “driving seat”, and I’ve known many cases where the candidate has been successful by adopting this mind-set.

The tips I’ve proposed are assuming you’ve got all the basics locked down; good body language, using their words in the interview, etc. Who’s to say which tips, from any source, are the definitive ones? What I always try to do is add that extra few % for my clients that will make the difference.

Stop Spending Time With Toxic People

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English: A chocolate birthday cake

English: A chocolate birthday cake (Photo credit: Wikipedia)

Chocolate cake in ramekin - Yum :)

Chocolate cake in ramekin – Yum 🙂 (Photo credit: Wikipedia)

Cover of "No B.S. Time Management for Ent...

Cover via Amazon

Stop Spending Time With Toxic People

In his book No B.S. Time Management for Entrepreneurs, business coach and consultant Dan Kennedy reveals the steps behind making the most of your frantic, time-pressured days so you can turn time into money. In this edited excerpt, the author explains the people you spend time with affect your productivity and why you should carefully choose who to associate with.

One of the most significant things you can control is association — your choices of who you permit into your world, who you give time to or invest time with, and who you look to for ideas, information and education. The people around you rarely have a neutral effect. They either facilitate your accomplishment, they undermine it, or they sabotage it outright.

The first useful association tactic is the elimination of toxic people and saboteurs. It’s not an easy thing to face facts about a friend, family member, long-time employee or long-time vendor when they are, in some way, interfering with or disapproving of your accomplishment. It’s important to face these facts and to act on them because the more time you spend with people who are unhelpful, unsupportive, disrespectful, envious, resentful, dysfunctional or outright damaging to you, the less value all your time has.

These people don’t just harm the minutes you and they are in the same place. Few people can so perfectly compartmentalize that they can lock every thought, assertion and act of a toxic person in a little mind box and without leakage into other mind boxes. Paraphrasing a Chinese proverb (I found in a fortune cookie), if you lie down with mongrel dogs, even for a short nap, you wake up with fleas — and they ride with you wherever you go.

Ideas, beliefs, opinions and habits work just like that. Even if you’re associating only occasionally or briefly with someone who is intellectually or emotionally toxic or someone who is feckless and inept, it’s enough time for the fleas to leap from them to you, burrow in and be carried away by you to subtly affect your performance and productivity. If your creativity or constructive thinking or work performance is thus diminished, so is the value of your time.

People who are detrimental for you to associate with are not necessarily of evil intent. They may all be “good people,” but that doesn’t mean they’re good for you. Good chocolate cake is not good for a diabetic. In fact, it’s poison. Associating with somebody who is always pushing it to you, saying “Just have a tiny piece” is just as suicidal as baking it for yourself.

There are lots of ways a person can be toxic and poisonous to you. I’ve had clients describe how recurring disputes with a particular employee were mentally exhausting but couldn’t be helped because otherwise, that person was a great asset. The “otherwise” is a big problem. Many small businesses wind up with a ruthlessly defensive key person who goes into murder mode anytime an attempt is made to add a second person but is “otherwise” terrific.

There’s the “we tried that before” guy. If it were up to him, we’d light the place with candles because Edison would have been limited to one try. There’s the “constructive critic,” always making you feel inadequate or undeserving, in the guise of being a cautionary ally worrying over you stubbing a toe.

On the other hand, constructive association with creative, inspiring, encouraging people can do a great deal to bolster your performance, thus making your time more valuable. Each minute of your time is made more or less valuable by the condition of your mind, and it is constantly being conditioned by association.

The entrepreneur is particularly susceptible to gaining or losing power by association because he has so many diverse responsibilities and is often operating under pressure, duress and urgency. Playing this game in a compromised mental state, weakened or wounded by poor ideas and attitudes seeded into the mind by association, is extremely difficult. Playing it strengthened and empowered by rich ideas and attitudes seeded into the mind by association can make the difficult easy.

Simply put, you want to deliberately reduce and restrict the amount of your time left vulnerable to random thought or association, and deliberately, sharply reduce the amount of time given to association with people who won’t make any productive contribution and may do harm. Does that mean you can only spend time with people you are in complete philosophical agreement with? No. In fact, such isolationism can be dangerous. But it does mean you should avoid association with people who believe and promulgate beliefs diametrically opposed to “success orientation.”

You want to deliberately increase the amount of your time directed at chosen thinking and input, and constructive, productive association. You want to associate with strivers and achievers, with winners and champions. This is an uplifting force that translates into peak performance, which makes all your time more valuable.

Read more: http://www.entrepreneur.com/article/230270?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+entrepreneur%2Flatest+%28Entrepreneur%29#ixzz2okOC66Pu

The Donkey Philosophy

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Traditional Animal Nickname: Donkeys/les ânes

Traditional Animal Nickname: Donkeys/les ânes (Photo credit: Wikipedia)

One day a farmer’s donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do. Finally, he decided the animal was old, and the well needed to be covered up anyway; it just wasn’t worth it to retrieve the donkey.

He invited all his neighbors to come over and help him. They all grabbed a shovel and began to shovel dirt into the well. At first, the donkey realized what was happening and cried horribly. Then, to everyone’s amazement he quieted down.

A few shovel loads later, the farmer finally looked down the well. He was astonished at what he saw. With each shovel of dirt that hit his back, the donkey was doing something amazing. He would shake it off and take a step up.

As the farmer’s neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up. Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well and happily trotted off!

MORAL :
Life is going to shovel dirt on you, all kinds of dirt. The trick to getting out of the well is to shake it off and take a step up. Each of our troubles is a steppingstone. We can get out of the deepest wells just by not stopping, never giving up! Shake it off and take a step up.

Remember the five simple rules to be happy:

1. Free your heart from hatred – Forgive.

2. Free your mind from worries – Most never happen.

3. Live simply and appreciate what you have.

4. Give more.

5. Expect less from people but more from yourself.

19 Things You’ll Only Appreciate If You Studied Abroad

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Manneken Pis in diving suit (April 2007)

Manneken Pis in diving suit (April 2007) (Photo credit: Wikipedia)

Manneken Pis Brussel

Manneken Pis Brussel (Photo credit: Wikipedia)

Manneken Pis statue on platform of JR Hamamats...

Manneken Pis statue on platform of JR Hamamatsucho station in Tokyo (Photo credit: Wikipedia)

Manneken pis

Manneken pis (Photo credit: Wikipedia)

English: Close up of Manneken Pis in Belgian P...

English: Close up of Manneken Pis in Belgian Pride orange colours. (Photo credit: Wikipedia)

19 Things You’ll Only Appreciate If You Studied Abroad

 

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GET TRAVEL NEWSLETTERS:

Because as someone famous once said, “the best things you learn aren’t learned in a classroom.”

1. Contrary to every mother’s belief, you won’t even feel sick if you eat gelato for every meal.
Or pizza. Or crepes. Or empanadas. Or anything in the top, bad-for-you section of the food pyramid. We’re on a budget here, people.

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2. Humans are inherently kind.
Strangers will go far, far out of their way to help you get around. All you must do is ask sincerely and thank copiously.
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3. Just because something is in a guidebook doesn’t mean you have to go look at it.
Exhibit A: Manneken-Pis.
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4. It’s better for everyone if we just pretend Euros are dollars.
Just forget the exchange rate, and stop converting every price to dollars in your head. It causes too much pain.

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5. Ryanair seats do not recline.
…but you could’ve guessed that from the prices.

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6. America is not the center of the universe.
There are other people living on this planet, and they live differently than we do, and they are really happy that way. It’s an awesome thing to realize.
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7. Doner kebab as drunk food is one thousand times better than nachos as drunk food.
Mostly because nobody’s really sure which animal that shaved meat comes from. What a fun, mysterious taste bud adventure!
doner kebab

8. Every person in a hostel is a potential best friend.
And sometimes they’ll agree to travel with you for days or weeks, after knowing you for a mere day. Voilà! Lifelong pals!

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9. Trains don’t always depart when they say they will.
…or ever.

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10. It is not only possible, but socially permissible, to wear the same outfit for seven days in a row 
How else are you going to fit your suitcase into the easyJet carry-on box? All you really need are a few colored scarves… that way, people won’t notice the same T-shirt recurring in photo after photo.

11. English truly is the universal language.
And people who are learning English looove to practice it with you, even if they don’t make sense.

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12. Dinnertime in America is seriously warped.
Why did the Founding Fathers decide to eat at six when everybody else on the planet waits till 10?

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13. Spontaneity is rewarded.
Like that time you snagged the one Euro flight to Finland in an online promo. Or when you bought a last-minute ticket to the show in Ibiza. They weren’t the most logical decisions, to be sure, but they’re memories you’ll replay in your mind forever.
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14. Nothing bonds you like traveling. 
The way to know if you’re truly friends with someone? Food poisoning from the street fruit. Or a seven-hour bus delay. Or Wizz Air.

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15. Studying abroad involves, on average, about four minutes of actual studying.
Shh, don’t tell.

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16. Taxi drivers are some of the greatest people on Earth.
They just love to talk. And they’re so enthusiastic. And they drive you places so you don’t get lost like usual.
doner kebab

17. Traveling solo reveals hidden talents. 
You wouldn’t have thought you could navigate a Czech subway without a map… but you did.

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18. The Guinness Storehouse is a legitimate historical site.
No, we’re not proud of this fact. But at this point, it’s pretty much true.
guinness storehouse

19. Study abroaders are incredibly lucky people.
Very few humans get to spend carefree months exploring the world beyond their hometown, let alone during college. To study abroad is a privilege, and an awesome one at that.
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