Is it better for a company to develop a sea of generalists or specialists?
The ideal answer is probably yes—in the sense that you want to have a mix of both types of workers. But given limited resources, which would yield a better workforce?
This week, I’m sharing a series of posts featuring what 25 senior executives at leading organizations told me about how they manage change, including answers to the question above. Their insights come from an article I wrote some years back, but they are just as relevant now.
Change’s Impact on L&D
Today, in the series’ second installment, I want to focus on how change influences learning and development efforts, and vice versa.
Read below what execs from Caterpillar, Shell, General Mills, Deloitte, and other big companies have to say about how L&D and change management intersect. (Note that companies and titles reflect people’s roles at the time the article was published. In fact, almost none of the 25 executives interviewed work for the same corporation and even fewer hold the same job today. You know, things change. To view their full comments, and those of other executives, check out the original article, “Will Your People Be Ready?”.) Continue reading
“Why aren’t they coming?” a frustrated colleague asked me when employees were shunning the lunch-and-learns he’d been organizing. It’s a question common at many companies—and the answer is always simple and the same:
“Because the sessions are boring,” I replied. Who the hell wants to spend a midday break suffering through a stupid presentation about some lame subject that has nothing to do with nothing?
When done right, though, these can be great chances for colleagues to learn, interact with each other, and stuff their faces. It all begins with the most basic question:
Do we need to provide food?
God, yes! Would you invite someone to your home for dinner and serve a PowerPoint slide as the main course? If you want workers to attend, capitalize on everyone’s favorite four-letter F-word: Let them eat cake, or whatever, for free. (And hey, remember that some people don’t like murdered animals on their plates. And hey, hey, people also love raffles. Just sayin’.)
What topics should we feature?
I don’t know. But your employees do. Survey your people, but keep in mind that they will lie. If you ask, “Do you want to learn more about such-and-such department?”, people will reply “yes.” Don’t believe them. What they really want is to discover how the work of that department matters to them.
That’s because lunch-and-learns are not ultimately about the presentations. They’re about your audience. If you can’t draw relevant connections to how material will impact someone personally or professionally, or at least make it interesting, then put down your pencil.
For example, rather than describe the function of a department, focus instead on a problem worth brainstorming. Which would you rather attend: “Learn About What Staffing Does” or “Why Can’t We Get the Candidates We Want?”
The VP of such-and-such department thinks it would be great to—
Nobody cares. Trust me on this: If senior leadership is choosing topics, employees will attend only if voluntold. At one company, top management proudly touted a high participation rate after several hundred personnel joined a session on writing performance objectives.
The “success” of the assembly probably had nothing to do with the fact that division heads “strongly suggested” that their people participate. It’s not as if people would show up simply to show face, right? Continue reading