May 14, 2018 § 6 Comments
Globalization has created a world market where we all compete, regardless of our location. Although this has raised professional fees for some colleagues in places with small economies, it has hurt most interpreters to a different degree, depending on whether they stuck to their local economy and clients, or they went to the international market and taking advantage of new technology acquired clients they would have never even considered before globalization. In a market like the United States, with very high speed internet, thousands of airports and flights to every corner of the planet, and a very reliable infrastructure, many of us felt no downturn in our business; in fact, we benefited from the change.
Unfortunately, and without getting into politics, some recent U.S. government decisions, and later changes to the way we did business and conducted our international relations, have created a state of uncertainty, and sometimes resentment, which have affected our profession.
Some of the conferences and international events we had interpreted for many years have been cancelled; others have been moved to other countries due to the uncertainty on the admission of visitors to the United States, as the organizers avoided the risk of investing on a project that a significant segment of attendees could not attend because of their country of origin. For the same reason, many international programs at universities, non-for-profit organizations, and government agencies have been considerably downsized or postponed. The situation for community interpreters is not any better, because less foreigners in the country means less litigation and less foreign investment, which impacts court and legal interpreters; and when foreigners visit the United States less frequently, they use hospital and medical services at a lower rate. This hurts healthcare interpreters.
Faced with this reality, it was time for me to decide how I was to continue to enjoy the same income level despite the new reality we are living; and turn this poison into medicine and even generate more income than before.
Many freelancers get scared when they find themselves in this position, and their first impulse is to lower their fees to keep the clients they have, and to advertise their services at a lower fee than before. They operate under the false idea that money is the main motivator in a client decision making process.
Fortunately, my professional experience has showed me that quality trumps price in everything a client values. That is why people spend more money on a better doctor, a safer airline, and a renowned university. All have cheaper alternatives, but with the things people value the most, there is always a thought that crosses their mind: “It is more expensive but, if not for this, what is money for?” At that point I decided to raise my professional fees.
With this in mind, I carefully studied my client portfolio and classified my clients according to their business value, considering the income they produce me, how frequently they require of my services, the affinity of the type of work I do for them to my personal interests, and the prestige a certain client brings to you in the professional world. I considered a separate category for difficult clients, but to my surprise these were very few, and I needed them for my plan to work.
I immediately realized there were clients on that list I wanted to keep no matter what, and there were others that I would lose regardless of my best efforts. They were in a category where my work was not one of those services that they value the most.
I approached my clients according to how badly I wanted to keep them. If I really wanted them, I would explain this change in person when possible, or by phone or Skype if they were abroad or if their schedule could not fit me within a reasonable period of time. Next, I decided to contact the rest by e-mail on a carefully worded communication that was clear, not too long, and that ended with an open invitation to discuss this raise in more depth in person or by phone if they wanted to do so.
It would be a conciliatory email. No ultimatums, or “take it, or leave it” type of notice. I was out to make friends, not to fight with my clients. I knew that I had two things working in my favor: They already knew my work, and I already knew how they like their interpreting.
For my strategy to succeed, I needed to present my proposal to somebody with the authority to decide. Talking to somebody down the totem pole would be a waste of my time. I decided that I would only talk or write to owners of small companies or agencies, and to senior management in larger corporations, organizations, and government agencies. (There is a video on this subject on my YouTube Channel).
I drafted a talking points memo to be used with my “A” list clients when I told them I was raising my fees. The points I would make to the client had nothing to do with globalization, current American politics, or the uncertain future interpreters were facing in the United States. I recapped the successes we had in the past, and I listed some of the professional things I do for them that are not always found in other interpreting services, but I was not heavy about it. I figured that if they had agreed to talk in person or by phone, it was because they already considered me an asset to their company. It was all about the quality of my professional service and the time and effort I would devote to the success of their conferences, projects, and other events.
I lost some clients, none from the “A” list, all those who stayed with me are now happily paying the new higher fees as they are now getting a more personalized service, and because of this new practice, I have acquired new clients, who were in part, referred by my old clients who stayed with me despite the raise. We now have a better working relationship because they know more about what I do, and their internal decision making process to continue working with me made them realize my true value for their organization.
The lesson learned, dear friends and colleagues, is to face adversity with a cool mind, refuse to give in to fears and peer pressure, and with confidence and self-assurance face the problem and win. It is always better to make more money when appreciated, and an added benefit is that instead of contributing to an even bigger depression of our market, you will do your part to pull it out of the shadows of uncertainty. I now invite you to share with the rest of us what you are doing to win as a professional interpreter in this new reality of globalization and political uncertainty.
March 8, 2017 § 3 Comments
For several months I have received phone calls and emails from some of our healthcare interpreter colleagues in the United States complaining about the same situation: Unscrupulous interpreting agencies asking them to work for laughable fees. I know this is not breaking news to you; we all run from time to time into these glorious representatives of the “industry”. What makes this situation different, and motivated me to write this post, are the shameless tactics used by these agencies’ recruiters. They have decided that giving the interpreter a guilt trip will soften us up enough to work for a miserable fee that will not even pay for gas and parking, or for the babysitter.
Oftentimes when interpreters provide their fee schedule for healthcare interpreting services, these programmers, recruiters, project managers, or whatever may be their official title in that particular agency, throw the ball right back in the interpreter’s court, not to negotiate a professional fee that is fair considering the complexity of the service requested, but for the interpreter to feel awful about turning down an assignment. The argument goes like this: “…but the patient does not speak English and he is really sick… we cannot afford the fee you requested; his condition will get worse unless you help him… the patient really needs you…” Another version they use brings up the issue of all patients’ right to an interpreter derived from Title VI of the Civil Rights Act. In that case, the agency representative would add something like: “…but you know these people must have an interpreter if they don’t speak English, and you are the only one in town. We all need to comply with the law. It is your duty as a healthcare interpreter. You cannot use the fee as an excuse…” To make a long story short, these agencies are passing the ball to the interpreter through guilt trips and fear.
The good thing, dear colleagues, is that interpreters are not obligated to provide professional services under Title VI of the Civil Rights Act. The fact that there may not be an interpreter to assist the patient may be something awful, but it is not your problem. Let me explain:
Title VI of the Civil Rights Act of 1964, 42 USC Section 200d et seq. prohibits discrimination on the basis of race, color, or national origin (including language, according to President Clinton’s Executive Order No. 13166, Aug. 11, 2000, 65 F.R. 50121) in any program or activity that receives federal funds or other form of federal financial assistance. The term “program or activity” and the term “program” mean all of the operations of a department, agency, special purpose district, or other instrumentality of a State or of a local government; or the entity of such State or local government that distributes such assistance and each such department or agency (and each other State or local government entity) to which the assistance is extended, in the case of assistance to a State or local government. It also includes colleges, universities, or a public system of higher education; and a corporation, partnership, or other private organization, or an entire sole proprietorship if assistance is extended to such corporation, partnership, private organization, or sole proprietorship as a whole, or if it is principally engaged in the business of providing health care, or social services.
Therefore, it is the hospital who has the obligation to provide the interpreter. Not you. In fact it is not the interpreting agency’s legal obligation either. Federal funds and other types of assistance are very important to hospitals and universities for research and other purposes. It is extremely unlikely that one of these institutions would risk losing those resources just because they are unwilling to pay the healthcare interpreter’s professional fee.
If the interpreter is contacted by an agency, it means that said company has a contractual relationship with the hospital or medical institution to provide interpreters in order to comply with the mandate of Title VI. The agency is getting paid by the hospital, but they now want to profit a little more at the expense of the interpreter. When an agency has this plan of action to be more profitable, they direct their agents to generate the highest profit possible. This is when they resort to despicable practices like the ones described above.
It is important that we as interpreters understand the law, and recognize these horrible practices. It is also essential that we take action in two different ways: (1) Always turn down these agencies, and (2) Let the hospital know that their contractor agency is jeopardizing the hospital’s Title VI compliance by scaring away the professional interpreters because of low interpreting fees and disgusting practices such as these guilt trips. I am sure that hospital administrators will put an end to this “activities” very quickly.
I now invite you to share with the rest of us any experiences like the ones above that you, or another colleague had with an agency, and what action you took to stop this from happening again.
July 13, 2016 § 6 Comments
The interpreters’ work is very difficult and complex. We have to prepare for every assignment, pay attention to many details; and on assignment day, we are expected to be on top of our game. Any mistakes, misuse of words, or omission could be critical and carry dire consequences.
We know this. We understand that, as court interpreters we need to do a complete and accurate rendition keeping the correct registry so that the judge and jury can assess the credibility of a witness. We are fully aware of the importance of an accurate and culturally precise interpretation in the emergency room. We know that people go to a conference to learn and be informed; and we never forget that those in attendance have paid a lot of money to listen to the speaker, or were sent by their nation or organization to defend or advance an idea that could affect the lives of millions. This is all part of our job. As professionals we embrace it, and we strive to render interpretations of the highest quality and precision. As interpreters, we also know that sometimes we have to reach our goal under adverse and unfriendly conditions.
The difference between a professional interpreter and somebody attempting to interpret, is that resourcefulness and professionalism let us do our job not just by excelling in the booth, courtroom or hospital, but by anticipating and solving many problems that can arise during a medical examination, a trial, or a keynote speech. We come prepared, and direct clients, promoters, agencies, courts and hospitals know it. This is a fact and we are proud of it; however, we should never take the blame for an agency’s mistake, or take on the burden of solving a situation when it is clearly the agency’s duty to do so.
I know so many cases when good, solid, reliable interpreters have damaged their reputation because they covered up for the agency. In my opinion this is a huge mistake.
As professionals, we should own our mistakes and shortcomings; we should also assist the agency and protect them in force majeure cases and when it does not harm our own interests. This does not mean that we need to fall on our swords for a language services agency.
I am not saying we should rat or snitch. I did not say that we should become an additional problem either. All I am saying is that just as we should own our mistakes, the agency must do the same. The good news is that all reputable professional agencies do. The bad news is that many mediocre organizations find it convenient to blame it on the interpreter to save their behind. This is unacceptable. We are talking about our profession and livelihood.
If something happens to the interpreting equipment in the middle of a speech, we should solve the problem by applying our knowledge, skill and experience. Sometimes a little console or headset adjustment can save the day. On occasion, we will have to leave the booth and interpret consecutively while the tech support team works frantically to fix the problem. This is expected from a top-notch professional interpreter; but let it be clear that we must never assume the liability or take the rap for mistakes of the agency.
Let me explain: If a judge complains that the interpreter is mixing up the names of the parties to a controversy, or is referring to a male individual as female because the agency (or court) failed to provide the proper documentation before the hearing, the interpreter should say so. We need to make it clear that certain things are the responsibility of others. It is their fault, and the powers that be need to know it.
If an interpreter fails to properly interpret a patient’s idiomatic expression because she was not privy to the individual’s nationality, let the physician know that despite your efforts to learn more about the patient and his medical condition, the agency, hospital, or nurse, refused to share that information with you. We need to make it clear that certain things are the responsibility of others. It is their fault and the powers that be need to know it.
If the interpreters show up to an assignment one hour before the conference starts, and they learn that there are no working microphones or headsets in the booth, they need to let the speaker and organizers know. We need to make it clear that certain things are the responsibility of others. It is their fault and the powers that be need to know it. Even if the interpreters decide to start the event with a consecutive rendition, they have to make sure that all interested parties know that it was not their fault, and if they decide to walk away from the assignment, they will be acting according to the law and protocol. They were retained to do a simultaneous interpreting assignment, not a consecutive gig. The agency would be in breach of contract and the organizers and promoters need to talk to them, not the interpreters.
Remember, from the client’s perspective, it is a matter of clarity and education. They need to learn what interpreters are responsible for, and what they are not. From the interpreters’ perspective, it is a matter of professional pride, reputation, and ethics. We will always be judged by our work in the booth, courthouse, hospital, or battlefield. We must never let the assessment extend to the responsibilities of others. This is very important.
Fortunately, this that I write will be a welcome affirmation to all real professional high-level agencies. They know their responsibilities, and they strive, just like we do, to deliver an immaculate service every time they are retained. Unfortunately, this will be read by para-professional wannabe interpreting “agencies” who will feel offended and threatened by the suggestion that interpreters should act professionally while, at the same time, cover their reputation and protect their careers by letting the end-client know that they made a mistake by retaining high quality professional interpreters and a mediocre agency. I now ask you to share with the rest of us your comments on this extremely important subject for the education of our clients and our professional reputation and livelihood.
March 19, 2015 § 4 Comments
Imagine that you just received a phone call from a very prestigious organization that wants to hire you to interpret a conference in Tokyo next Friday, Saturday, and Sunday. The subject matter is very interesting and the fee is extraordinaire. For a moment you stop to take it all in, smile, take a deep breath, and then it suddenly hits you: You have to decline the assignment because a few minutes earlier you took another job with your most consistent, best-paying client who retained you to interpret a conference on Tuesday, Wednesday, and Thursday of the same week in Chicago. You hang up the phone and wonder why this is happening to you once again. Why do all good assignments have to be so close in time and so far in space from each other? I am sure the scenario sounds familiar to all of you, because at one time or another, we all face these situations and are forced to make choices. It is obvious that you have to fulfill your contractual obligation to the client who has hired you to interpret in Chicago from Tuesday to Thursday. It is also evident that you needed to turn down the Tokyo assignment because it would take you a full day of nothing but traveling to get to Japan from the United States. Even with the time change you do not have that extra day needed to travel, because, assuming that you make it to Tokyo on Friday afternoon, by the time you get from Narita Airport to the conference venue, it will be too late; never mind the fact that you would be exhausted and in no shape to work three full days at the conference without any rest or time to adjust to the time change. The events and places may be different, but until recently, that has been the story of our professional lives. Every time you think of these missed opportunities you fantasize about doing both events.
What if I tell you that you can do both conferences without changing any dates, and therefore, keeping both clients happy and doubling your income? It is possible! In fact, I have done it myself.
On Tuesday morning you wake up in Chicago, go to the event venue and do your job. The same thing happens on Wednesday and Thursday. Then, very early on Friday morning, because of the time change, you either go to a local studio in Chicago, or sit in front of your computer at home, and do a remote interpretation of the event in Tokyo. Afterwards, because you will be exhausted, you go home and rest until the following early morning when you will remotely interpret again. You do the same for three days.
The result of this technological advantage is that you can do something that until recently was impossible. This is a wonderful example of how technology can help the interpreter. You will make twice as much money that week, because you will work two full conferences, you will not have “dead time” while traveling to and from the venue (usually the day before and the day after the event, and sometimes even longer) and you will keep all your clients happy because you took care of them all. Remember, they wanted you to do the job, not just any interpreter. At the same time the client in Tokyo in this case, ends up a winner, because they didn’t just hire the ideal interpreter for the job, they also spent less money to get you. Yes, my friends and colleagues, the organizers will save money because they will not have to pay for your travel expenses and they will not need to pay you a professional fee for the traveling days (usually at least half of your full-day fee). Everybody wins! As interpreters, we love this kind of technology that helps everybody. You make more money because of the two separate assignments that you will cover, and the organizers will save money as I highlighted above.
We as interpreters want new technology in our professional lives. We cannot deny the benefit of having an interpreter providing services in a remote hospital’s emergency room while she is physically hundreds of miles away from the patient. We cannot argue with the advantage of being able to interpret a trade negotiation between two or more parties who are virtually sitting at the same table even though they are physically in another part of the planet. We cannot ignore the positive outcome of a legal investigation when the investigator can interview a witness in a foreign country while the interpreter is here at home saving the client time and money.
That is the bright side of what is happening right now. Unfortunately, there is also a dark side that we as interpreters have to guard against.
It is a reality that this new technology costs money. It is not cheap, and for the most part, the ones who can afford it, at least on a bigger scale, are the huge multinational language service providers who have recognized all the advantages mentioned above, but for whatever reason, instead of fostering a professional environment where my example above can become the rule instead of the exception, they have seen the new technology as a way to increase their earnings by lowering the professional fees they pay to the interpreters.
It is of great concern to see how some professional interpreter organizations have been infiltrated by these multinational language service providers. It is discouraging to look at a conference program and realize how these entities are paying for everything the interpreter will hear or see at the event. These agencies turn into big corporate sponsors and attend the event with a goal of recruiting as many interpreters as possible, for the smallest amount of money that they can convince them to accept. Just a few weeks ago during a panel discussion at an interpreter conference in the United States, the association invited the CEO of one of these multinational language service providers to moderate the debate, and for that matter, to decide what questions were going to be asked. This individual is not even an interpreter. The real tragedy is that this is not an isolated case, there have been other events, and there are others already planned where the gigantic presence of these conglomerates creates, at the very least, the impression that they decide everything that will be happening at the conference.
As professional interpreters we must be vigilant and alert. Some of these corporations are now propagating on the internet a new strategy where these entities are separating themselves from the machine translation “reputation” by making it clear, to those naïve interpreters who want to listen, that the technology they are using is not to replace the human interpreter, that it is to help interpreters do their job; part of the argument states that thanks to this new technology, interpreters will not need to leave home to do their job, that they will not need to “waste” time going to work or waiting, sometimes for a long time, to interpret a case at the hospital or the courtroom. They argue that thanks to this technology, interpreters will only spend a few minutes interpreting, leaving them free to do whatever they want to do with the rest of their time. Of course, you need to dig deeper to see that they are really saying that with the new technology, they will only pay the interpreter for the services rendered by the minute. In other words, their interpretation of the technological developments is that they can save money, but the interpreter is not invited to the party. My example at the beginning of this post is not an option for most of these multinational language service providers. This is what we have to guard against so that we do not end up making money for 20 minutes of interpreting a day.
Obviously, as you all know, these minute-based fees are ridiculously low, and therefore unappealing to good interpreters. The agencies are ready for this contingency as well. After the exodus of good interpreters, they will continue to advertise their services as provided by “top quality interpreters” because they will mask the lack of professional talent with their state-of-the-art technology. That is where we, as the real professional interpreters, need to educate the consumer, our client, so they see the difference between a good professional interpreter and a paraprofessional who is willing to work for a little more than the minimum wage. These “mass-produced” so-called interpreter services will be the equivalent of a hamburger at a fast food restaurant: mass-produced, frozen, tasteless, odorless, and cheap. We all need to point this out to the world, even those of us who never work for these multinational service providers, because unless we do so, they will grow and reproduce, and sooner or later they will show up in your market or field of practice. Remember, they have a right to be in business and make a profit for their shareholders, but we also have a right to fight for our share of the market by giving the necessary tools to the consumers (our clients) so they can decide what kind of a meal they want to serve at their business table. I invite you to share your opinion on this very serious issue with the rest of us.
January 9, 2015 § 41 Comments
Interpreting is a very difficult profession. It deals with the widest variety of themes and subject matters, and it completely depends on the human brain. All professional interpreters have made mistakes at one time or another, and we will make some more before our careers are over. Fortunately, good interpreters know how to recognize a mistake, and have the professional honesty needed to own their mistakes and correct them. We all know how to correct a blooper from the booth, with a physician, or on the record in court cases. This is enough in most cases, and we have professional liability insurance for those bigger errors we can make while practicing our profession. Most goof-ups do not go beyond a correction, an apology, and a good dose of embarrassment. Unfortunately, every once in a while an interpreter makes a mistake that can literally impact the entire world. I know that there are many more examples of these catastrophic interpreting mistakes, and I am even aware of many more than the ones I have included in this post. To decide what to include, and to drive home the point that none of us are safe from making an error of this magnitude (and that for that reason we must be alert at all times) I considered the relevance of the mistake, and the variety of interpreters who made them. These are the biggest interpreting mistakes in history that made my list:
In 2006, according to the interpreter’s rendition, the president of Iran, Mahmoud Ahmadinejad called for Israel to be “wiped off the map”. It was learned later that what he actually said was “the regime occupying Jerusalem must vanish from the page of time”. Regardless of your opinion about this statement, it is clear that its reach was different from what the interpreter understood. In a region of the world as delicate as the Middle East a mistake of this magnitude can have huge implications.
To continue with more presidents, in 1976 U.S. president Jimmy Carter spoke to a Polish-speaking audience and opened his remarks by saying: “I left the United States this morning”. The interpreter’s rendition was: “When I abandoned the United States”. Those present laughed at the obvious mistake, but things got more complicated later during the speech when the president said that: “…I have come to learn your opinions and understand your desires for the future…” The rendition by the same interpreter was: “I desire the Poles carnally…” and then the interpreter went on to criticize the Polish constitution. Of course these mistakes should never happen at that level, but sometimes they do.
This reminds us of the famous blooper during Nikita Khrushchev’s speech at the Polish Embassy in Moscow when he was interpreted as saying, in reference to the United States and the Western World at the highest point of the Cold War: “We will bury you”. Now we all know that what he really said was: “We will outlast you”, and we all know of the consequences that this poor rendition generated during such a tense time in history.
In July 1945 after the United States issued the Potsdam Declaration demanding the surrender of Japan in World War 2, Japanese Prime Minister Kantaro Suzuki called a press conference and in a statement he said: “No comment. We are still thinking about it”. Unfortunately, the interpreter’s rendition was: “We are ignoring it in contempt”. We all know what happened next.
In 1980 Willie Ramírez, an 18-year old, was admitted to a Florida hospital in a comatose state. At the time of admission, an interpreter made a mistake and translated the Spanish term “intoxicado” which means poisoned or having an allergic reaction as: “intoxicated”. Willie, who was suffering from an intercerebral hemorrhage was only treated for an intentional drug overdose. As a result, he was left quadriplegic.
St. Jerome, the patron saint of translators, studied Hebrew so he could translate the Old Testament into Latin. His translation contained a famous mistake, When Moses comes back from Mount Sinai his head has “radiance”, in Hebrew: “karan”; but because Hebrew is written without vowels, St. Jerome read: “keren” which means “horned”. Because of this mistake we have many paintings and sculptures of Moses with horns.
Finally, we all remember Thamsanqa Jantjie, the Sign Language interpreter at the Nelson Mandela funeral. He made meaningless Sign Language motions during the ceremony for unknown reasons. He has since been committed to a psychiatric hospital for schizophrenia.
The lesson is clear. As professional interpreters we have to protect our profession from paraprofessionals, “wanna-be interpreters”, ignorant clients, and unscrupulous agencies, but we also have to watch what we do and say. Nobody is above error, so our only choice is to continue to practice and study, to honestly decline those assignments that we are not ready for, and to look after our colleagues in the booth, the courtroom, the negotiations table, or any other venue where we may be providing our services. I now invite you to share with the rest of us other interpreting mistakes, big or small, yours or a colleague’s, in the spirit of helping our colleagues so that we all learn from each other’s mistakes.
July 21, 2014 § 11 Comments
Unfortunately, because of the type of work we do, all of us had to deal with uncomfortable situations at some point during our careers. To a higher or lesser degree, all of us have fielded questions like “Why do you do this work?” “How much money is “spent” (code word for “wasted”) paying for this service geared to those who do not speak the language of the land?” “How do you feel about helping these people who are not willing to assimilate to the local culture”? “Are they really that dumb that they cannot learn the language?” etcetera. Other interpreters have sat there, listening to comments such as: “If they don’t speak the language they should go back to their country,” “They want to speak their language because they like badmouthing the rest of us,” and some others that I rather exclude from this post because they are offensive and spelling them out contributes nothing to this article.
Of course, those of us who have been more than once around the block have lived through these situations more than our younger colleagues, and for the most part, we have come to understand that those making the remarks are the ones with the problem. In other words, we do not have time for this nonsense, so we just ignore them. This has been my strategy for years and it has worked fairly well.
Unfortunately, an incident happened a few weeks ago. I understand that when we think of bigotry and interpreting, we immediately picture a courtroom, a police station, a government agency, a public school, or a county hospital. You think of court, community, and healthcare interpreters as the ones dealing with these issues all the time. That may be so, but other interpreters (conference, military, media, etc.) have faced their share of this evil when practicing their profession. On this particular case, I was doing some escort interpreting for a foreign dignitary who was visiting the United States from a Spanish-speaking country. This was an important visitor, but he was not a head of state or celebrity; you see, bigotry tends to hide away when the potential target is surrounded by the media and some bodyguards. In this case I was providing my services to a very important foreign government officer who traveled alone. This individual was very sophisticated, formally educated, well-traveled, and very important back in his home country.
After a very successful visit, and once he took care of his business in the United States, we headed to the airport for the check in process. This was the last part of my job. After escorting this person for several days in different cities, after business meetings, formal events, flights, hotels, and other activities, all I had to do now was to take the dignitary to the airport, help him with boarding passes, connecting flights, immigration and customs, and send him off. I have done this thousands of times, all of them uneventful. We arrived to this domestic airport in the American south, and we proceeded to the airline ticket counter. The airport was pretty empty and we walked straight to the counter where we found a middle-aged Caucasian male wearing the airline’s uniform. I handed the passport and other required documents, identified myself as an interpreter, and told him what we needed. He looked at me and then he turned sideways in order to exclude me from the conversation and he addressed the visitor directly. This person, a guest in our country, looked at me and told me that he did not understand. I interpreted what the airline clerk had asked him, and once again told the clerk that the visitor did not understand him because he did not speak English. I explained to him what my role was, and asked him to ask his questions as usual. He looked at me once again, and this time he completely turned so that I was fully excluded from the conversation. He continued to address the visitor in English. The visitor looked for my help and this clerk did not let him. He told him that he “had to listen to the questions and answer them himself.” The guest told him in broken English that he was sorry but he did not understand the questions because he did not know English. The clerk smiled and asked him with a smirk: “You don’t understand English and you live in the twenty first century amigo?” I continued to interpret all this time, and when I saw that this clerk was going to give the visitor a very hard time, I asked the dignitary to step away from the counter and have a seat. I told him that I was going to take care of this situation. The visitor honored my request and went to a chair that was at a good distance from the counter so that the guest would not have to hear what I was about to say. As this was happening, the clerk yelled at him: “hey, ‘amigo’ you cannot leave, I am talking to you.” Once the visitor left, I addressed the clerk directly and once again explained to him the circumstances, including my role as the escort interpreter. He first looked at me for several seconds, then he laughed, and finally he told me that at his airport (remember this was a domestic airport with no international flights) they spoke English because “it was located in the United States.” He told me that he was going to ignore me because his job was to make sure that “this guy” would be able to get around once he was alone. He even told me that he was considering denying him a boarding pass because he was not going to find his way at the hub where he was supposed to take his international flight. He also told me that it made him mad that “…this country was letting in people who didn’t even care to learn English before coming to the United States…” At this point he told me that he needed the guest by the counter alone or he would deny the boarding pass. He then walked away and left. I looked around to confirm what I already knew: there was nobody else from the airline in sight.
Because of time constraints and due to the lack of infrastructure at this airport, I decided to tweet the basics of the incident with the airline hashtag. I immediately got an answer, and in a matter of minutes (maybe seconds) a different airline clerk met me at the counter. This individual took care of the visitor addressing him directly through the interpreter and the rest of the process was completed without incident.
After the visitor left, I decided to follow-up on this incident and I filed a formal complaint against this individual. I did it so that others do not have to go through what we did, and to raise the awareness of the airline. Professionally, I was satisfied with my performance: I took care of the problem, the visitor left as planned, and he noticed very little of what happened, thus avoiding an uncomfortable situation for this person who was a guest in the United States. This episode reminded me that despite the way things may be in the big cities, there are still plenty of places in the United States, and elsewhere, where we as interpreters must be on our toes and be assertive to do our job even when we face adverse circumstances. This time it was an escort interpreter assignment, but these situations are prone to happen in the courtroom, at the hospital, the public school, the government agency, and everywhere unsophisticated individuals are found. Always remember: bigotry could be around the corner, so be ready to act. I invite you to share with us some stories of your interactions with bigots who have directed their hate to you or to your client.
July 8, 2013 § 11 Comments
Last week I posted my first five worst things an interpreter can do to another interpreter. Next, I share the rest of my list in the understanding that there are plenty more examples of these “worst things,” and inviting you to review my top ten, tell us your “war stories” and share your comments and solutions with the rest of us.
Here we go:
- To be a bad interpreter. The individuals who have worked as “interpreters” for many years and even decades, don’t know anything about the profession, don’t care to know anything about it, and are revered by some as “interpreting gurus.” We all know who they are, where they are, and how they work. They represent a cancer to the profession because they go around providing a deplorable service, often charging good money, and damaging our collective image. Most of the time they work in a parallel universe and we rarely encounter them, but when we do, our job can be a disaster as we are faced with a situation where we have no partner to consult, no colleague to collaborate with, and no professional to back us up. A quick remedy when faced with this situation in the booth or the courthouse is to set the rules straight and ask this person to support by doing certain chores that you will assign. When possible, it would be best to postpone the event, even for a short while, in order to find a replacement for the bad interpreter. There is no solution to the bad interpreter problem described in this paragraph. It is terminal.
- To take advantage of your partner. The interpreters who do not pull their own weight during an assignment and interpret less than the time previously agreed to; do not return to the booth or courtroom on time for the switch, and those who do not help with the preparations: research, development of glossaries, or assignment of tasks. These are the people nobody wants to work with because there is never a feeling of team interpreting during the event. A quick on-the-run solution may be next to impossible, but you can at least talk to them before or during the assignment and voice what you expect them to do. As a long term strategy it is best to avoid them in the future, always declining a job offer by explaining the reasons why you would love to interpret the conference or trial, but with a different partner.
- To try to be the “center of attention.” This is a very real and unfortunate situation that happens more often than you think. Some colleagues believe that all events: conferences, court proceedings, surgeries, military interrogations, business negotiations, and diplomatic debates, revolve around the interpreter. They truly believe this to be the case and refuse to understand that we are an important, even essential part to the process, but we are not, by any stretch of the imagination, the “main event.” Here I am referring to those embarrassing moments when your partner stops everything that is happening and hyperventilating informs those present that the event cannot go forward at this time because one of the three hundred people in the auditorium has a receiver that is malfunctioning, and after the batteries are replaced and everything is “fine” once again, he or she asks the dignitary who is speaking, and on a very tight schedule, to “repeat the last thing you said so that the person with the receiver with the dead batteries doesn’t miss a word” and then goes on explaining what his or her duties are as an interpreter. I congratulate you if you have never gone through one of this, but surely you have worked with somebody who complains all the time and interrupts the speaker over and over again: “Excuse me…the interpreter could not hear the statement because the speaker is speaking away from the microphone…” “…excuse me, the interpreter requests that the speaker move over to the right so it is easier to hear what she is saying…” “…excuse me… the interpreter requests that the speaker slows down so that everything can be interpreted…” A nightmare! As an instant solution to this problem you should talk to this interpreter and explain that the participants are very important busy people who have very little time to do this; that as interpreters we should try to adapt to the circumstances, and that we are important, but by no means the most important part of the process. A long term solution depends on the individual interpreter. Your colleagues often mature and grow out of this “self-centered syndrome.” They will be fine. For those who never change and adapt, the solution will have to be up to you. It depends on how patient you are, how much you value the participation of this particular interpreter, and how well you know your client. No easy solution, no “one size fits all.”
- To publicly correct and criticize other interpreters. Those know-it-all interpreters with very little social skills and less discretion who vociferously utter vocabulary and terminology from one end of the room to correct what they think was a bad rendition, and sometimes not happy with this, are happy to show even more disrespect to a colleague by loudly stating the reasons why they are right and you are wrong. It is very difficult to find anything more unprofessional than these actions. It is true that team interpreting exists so that colleagues can work as a team and cover each other’s back; it is also a fact that we all make mistakes and that sometimes we do not notice them. A benefit of having a partner in the booth or courtroom is that we can improve our rendition, and in court interpreting even correct the record, by stating our error or omission. However, decency and professionalism, together with a touch of common sense, tell us that there are better ways to correct a colleague or to offer an opinion that have nothing to do with screaming and yelling. A simple note, sometimes a stare is enough to get your partner’s attention. When faced with this situation the thing to do short-term is to stay quiet, keep your cool. Let it be forgotten by those who witnessed your partner’s crude behavior. Then, at the earliest possible time, always as a professional well-mannered individual, confront him; let him know that this is unacceptable, and that you expect this will never happen again. Do not let him get away with it. A long-term solution would be to avoid this “colleague” like the plague.
- To interpret in a way that hurts your partner’s rendition. First we have the colleague who is too loud. So loud that you cannot concentrate. I am talking the kind that makes the booth vibrate when he speaks; the one you can hear better than your booth partner even though he is interpreting two booths away, and second, we have the interpreter who is very slow during relay interpreting to the point that all the booths waiting for the relay start thinking about doing a direct interpretation even if the source language is not their strength. Short term you need the loud interpreter to concentrate in his volume and long term you need to help him or her find out the reason for this loud rendition. Many times people who speak loud cannot hear very well. Maybe the long-term solution will be a hearing aid or a special set of headphones. The solution in the relay interpreting case can only be to endure for the day or until adequate replacement can be found. In the future this interpreter should not be used for relay interpreting situations. There are many excellent interpreters who cannot adapt to the pace of relay interpreting. There is plenty of work that does not involve relay interpreting where a good interpreter is needed.
As you know, this is only the tip of the iceberg. Please review these “ten worst” and if you are up to it, I would love to read your top ten, top five, or even top one. This should be good…
October 30, 2012 § 7 Comments
Al viajar por el país ejerciendo esta fabulosa carrera de intérprete me entero de situaciones que existen en diferentes lugares y que de una manera u otra afectan a nuestra profesión en general. Mi trabajo me permite mantenerme en constante comunicación con cientos de colegas que viven y ejercen por todo el país y en el extranjero, si llego a su ciudad procuro darme tiempo para saludarlos, cenar con ellos, visitarlos, o lo que mejor se ajuste a su agenda de trabajo y compromisos personales. Fue de esta manera que recientemente me enteré, al viajar por una de las ciudades más grandes de los Estados Unidos, que en uno de los juzgados más codiciados para trabajar en esa zona urbana, y en el que han trabajado por muchos años varios colegas muy capaces, las cosas desgraciadamente han cambiado para mal.
Según me contaron, un familiar (pariente inmediato) del intérprete en jefe del juzgado, quien se encarga de programar a los contratistas y por tanto de la distribución del trabajo, obtuvo su certificación judicial recientemente. Obviamente esto es motivo de regocijo para el intérprete que se certificó y para el intérprete en jefe, su pariente inmediato. Parece ser que así las cosas, los intérpretes empezaron a detectar que su carga de trabajo había disminuido a niveles nunca antes vistos. Asimismo empezaron a notar que el nuevo intérprete pariente inmediato del “jefe” tenía un gran volumen de trabajo, tenía acceso a una oficina en el juzgado a pesar de ser contratista como todos ellos, y además tenía acceso a documentos normalmente fuera del alcance de quienes no son empleados del juzgado.
Durante una junta entre el intérprete en jefe y la mayoría de los intérpretes en esta zona metropolitana, el intérprete en jefe les manifestó que él estaba ayudando a su pariente inmediato debido a su parentesco, que eso era lo que haría cualquiera en su situación, y que no iba a dejar de hacerlo. Básicamente les reiteró que él no estaba bajo ninguna obligación de contratarlos a ellos y que si no les parecía la nueva situación entonces no tenían que trabajar en ese juzgado. Durante la misma reunión los contratistas lo confrontaron con la ley y el reglamento interno y le señalaron que está prohibido contratar a ese tipo de parientes, que la ley establece claramente que no puede haber favoritismos, conflicto de intereses, ni la apariencia de los unos y los otros.
Subsecuentemente los intérpretes se dirigieron a la administración del juzgado donde aparentemente el intérprete en jefe tiene cierto grado de apoyo, pero no de manera incondicional. El caso, a petición del intérprete en jefe fue enviado a las autoridades superiores en la capital para su revisión. Actualmente está pendiente su resolución, y mientras tanto el pariente inmediato ha dejado de trabajar en el juzgado ubicado físicamente en la ciudad, sin embargo sigue recibiendo trabajo en otros juzgados del mismo distrito judicial para lo cual se ha nombrado a otros programadores de intérpretes en lugar del pariente intérprete en jefe. A reserva de que aún no se ha dicho la última palabra en este asunto, me gustaría conocer sus opiniones sobre este caso y en general sobre el nepotismo en nuestra profesión. ¿Cuándo el coordinador de la agencia de interpretación, o el intérprete en jefe de un juzgado, o el encargado de contratar intérpretes en el hospital tienen a un hijo, cónyuge o hermana que son intérpretes, deben contratarlos? Y de ser así, ¿Se justifica que se les dé preferencia? En mi opinión hay que distinguir entre el intérprete en jefe de un juzgado quien es un funcionario público sujeto a reglas y disposiciones jurídicas especiales, y aquellos que administran una empresa particular donde no existe subsidio público. Espero sus opiniones.