Matthew Richter posts daily comments in LinkedIn—well, almost daily. You can follow him and join the conversation by going to http://linkedin.com/in/matthew-richter-0738b84.
For the benefit of our readers, we decide to compile and reprint some of his provocative pieces from the past. Let us know what you think.
Alignment
I hear this word bandied about every hour of every day. I do so, too. But, what do we mean and what are its consequences? Does alignment mean we all agree with one another? To what percentage is it ok to disagree? Does alignment mean we all move toward a common goal, but the journey may differ among us? Or, the same goal with differing responsibilities? Does alignment equal thinking, feeling, and being similar or the same? Are aligned leaders autonomous or automatons? I know when we use the word, we assume we are aligned in its usage, but I think there are some serious consequences when we push the concept. The problem is it is a common sense term, where common sense is rarely common upon even basic exploration. There is a fine line somewhere where alignment becomes either a call for sheep to line up properly and do what they are told, or alternatively, too much disharmony. So, what are we really calling for when we say the word? What do we really want to happen?
Managers
Let’s say you have a team member working for you. His name is Bob. He isn’t horrible at his job, but he isn’t really that good, either. He’s mediocre. He’s oblivious to his mediocrity and thinks he is performing way better than he objectively is doing so. In fact he came to you the other day to discuss his path to promotion! He is currently working on writing code for your new product. He doesn’t conform to the team’s code writing processes and has more bugs than his co-workers. You would love to get rid of him, but there is no way you will have the budget authorization to replace him. And, having him is still better than having no one. He’s a nice guy. Co-workers like him socially, but they are frustrated by his work deliverables. You have talked with him several times and even delivered feedback in a way that was specific and detailed, with direction. No improvement. What do you do? How do you handle this challenge? Coaching doesn’t seem to work. Can’t fire him. Can’t just bump him to another team. And, you need the body. What do you do?
Are you an order taker?
Or, do you forecast the L&D needs and develop a cogent strategy? Do you wait for others to tell you their problems and subsequent solutions? Do you actively accept managers’ analyses? Or, do you have a seat at the head table where you can see the big picture and influence the direction? Do you allow managers to dictate to you how long and when an intervention should occur, or do you set the standard? Is your budget the first to get cut when cuts happen, or the last because your stakeholders see the inherent value of L&D? Do participants rate their satisfaction based on classroom enjoyment and perceived potential value? Or, do they demonstrate improved skills that align to business objectives back on the job? A “yes” to both could be good, too. The answers strike me as potentially instructive as to why so many of us in the L&D field do not feel as effective as we could be. Anyway, just a few questions to start a hopefully lively discussion.