According to a recent issue of Training magazine, “For the first time in decades, training has become a mission-critical strategy for organizations—one that, when designed and implemented properly, can truly become a competitive advantage.” Sure, companies have always “talked the talk” when it comes to training. Many thought they had it covered by sending managers to the occasional one- or two-day seminar on teamwork or diversity. But today’s savvy and innovative leaders realize that a formal training program, one that incorporates a company’s values, culture, and long-term goals, is an essential element in determining that company’s level of success.

International Truck and Engine Corporation is on the forefront of the training revolution. In 1999 the Chicago-based truck manufacturer introduced its Corporate University, a program which earned International Truck and Engine a spot on Training’s 2001 list of “Top 50 Training Organizations.” MWorld’s Florence Stone conducted the following exclusive interview with Robert Garcia, Director of International Truck and Engine University, about the role of leadership, training, and innovation in today’s forward-thinking organization.

Garcia: A leader is a person who has a vision, who sets a strategy for reaching that vision, and is willing and able to take risks to achieve it. A leader is somebody who can motivate others. He or she has to realize they can’t do it alone. This means training a team where every member feels that he or she is a part of a mission to achieve the company’s goals. It’s also important to have a positive attitude, not to let the challenging, difficult situations get one down. And it’s acting in a way that remains true to one’s values and beliefs.

MWorld: From a personal point of view, can you identify three leadership contributions you’ve made to your organization?

Garcia: In March 2001, International Truck and Engine was selected as one of Training magazine’s “Top 50 Training Organizations”—we came in at number 22. For me, this is particularly gratifying, especially considering that it’s only been two years since we created our Corporate University. To have others view us as at least moving in the right direction certainly is a testament to both the group I work with and to the company that gave us an opportunity to create the program. All of our senior executives are very proud of the achievements of our university and are very supportive of it.

Secondly, I’m very proud of having built relationships internally, with our business unit leaders. When there is a need for training in one of our businesses, they immediately look to our university for guidance.

Third, building relationships with the United Auto Workers leadership, both locally and internationally. We’re committed to serving all employees

MWorld: Part of International Truck and Engine’s mission is to create a “Climate for Performance.” What does this involve?

Garcia: From a training point of view, we have seven Values and Guiding Behaviors that address how we need to operate to succeed as a company. Our vision is “To be the best truck and engine company” and in order to achieve that, we have to create a climate that will allow us to implement these values every day, in everything we do:

1. Accountability—all employees need to take personal responsibility for the company’s success, to drive for results, and to act with integrity;

2. Respect for People—building relationships, creating work/life balance, valuing our differences, and recognizing the value of each person’s contribution to the team;

3. Communication—the need to listen to other points of view, to seek constructive feedback, and to share information up, down, and across the organization;

4. Speed, Simplicity and Agility—how to get things done in the simplest, most efficient manner;

5. Customer Focus—making sure that our customers, whether internal or external, are getting whatever they need;

6. Innovation—challenging the status quo, looking for creative solutions, and developing a passion for learning;

7. Relentless Pursuit of Quality in All We Do—demanding quality in all our products, services, and processes and promoting continuous improvement in our standards.

MWorld: International has undergone a dramatic turn-around within the past decade or so. What role has the company’s Climate for Performance played in this turn-around?

Garcia: Some years ago, we were on one leading business magazine’s list of the “10 Worst Companies to Work For.” Our stock was below $10 a share. We had just gone through about 15 years of terrible labor strife. When we introduced “Climate for Performance,” and the company started holding employees responsible for upholding those values, employee behavior began to change. In July 1999 we were one of Business Week’s “Top 100 Companies.” Our stock had risen to $58 a share. We were number one or number two in every market in which we competed. It was a great turnaround, and the “Climate for Performance” played a big role in it.

Most of that was done before I had arrived. When I first came in, Climate needed to be revitalized. There was nothing to follow it up. We needed to come up with a system of reinforcement, a way to give employees an opportunity for follow-up. We couldn’t just rest on our laurels. So we devised “Climate Reconnects,” two-hour modules based on each of the seven values. We also created our “Values Toolbox” which a supervisor or manager can use as a meeting tool and an online list of recommended books and book summaries for our executives. We’ve shown employees that Climate for Performance is still vitally important to our mission.

MWorld: It sounds like you’ve successfully created an ITE “Corporate University” brand within your organization. Has this been an important part of the University’s success?

Garcia: It’s interesting. Two years ago we were known as Navistar, then a year ago we changed to International. We were given very specific guidelines as to what we could and could not do in creating brand identity. So we created a brand identity just by using the word “University.” It’s been instrumental in getting people to think of us for their ongoing learning needs.

MWorld: Rosabeth Moss Kanter has described today’s leader as a change master who is able to adapt quickly. How does this idea that “survival goes to the fastest” affect how a company provides appropriate and timely training?

Garcia: You’ve got to try to anticipate training needs before they arise. It’s a combination of asking people what they need while also having an intuitive sense of the direction training might be taking. But you can’t just go out and give people what you think they need, without their asking for it; they may not yet be ready to use what you’re providing.

MWorld: How important is technology to the Corporate University?

Garcia: We have most definitely embraced the Internet as a learning delivery system. In our continuing effort to stay on the cutting edge, we’re pushing the envelope in order to turn our ideas into reality.

MWorld: Any final thoughts?

Garcia: Yes, a note on how International is reaching the very important goal of innovation: in 2002 we’ll be introducing our environmentally friendly, next generation engine, which will completely revolutionize the diesel engine industry. Orders for this truck are soaring way beyond our expectations.

I’m convinced that if we tried to do things the same old way, we wouldn’t get to where we need to be. There’s more to learning than just showing up and attending a class. It’s also being aware of what’s going on around you and giving people opportunities to achieve in ways that they really hadn’t thought of before.

For more information about International Truck and Engine, or the ITE Corporate University, go to InternationalDelivers.com.