I do see us in helping to figure out how to develop the “incoming” employees to use the chosen tools and techniques to their best advantage – as being guided by the current crop of Master Performers. After all, who else would you ask? But beware the “experts can miss up to 70% of what a novice would really need” in how you gather and validate the information you gather from SMEs and/or Master Performers, exemplars, etc., etc.
And if your current Master Performers aren’t really “good enough” to be the models for everyone to emulate – then perhaps you should leverage them in getting the barriers to superior performance out of the way and fixing all those other enabling systems – because it’s probably those things that are in the way versus your people.
But then again, maybe not. Perhaps you’ve selected round peg people for square hole jobs. Perhaps you’ve got conflicting requirements and measurement systems and reward systems. Perhaps the processes are not lean enough, nor in-enough-control. Maybe employees are sabotaging this here because of anger created elsewhere. Maybe new “learning content” isn’t going to move the needle the right way one tick. It’ll be an expense with negative returns.
Rather than fight with the client, IT, HR and everybody else with an opinion on Social Media, or Collaborative Tools, stick to your role of providing enabling instructional and informational content to the learners/performers during and/or prior to “the moment of need” consistent with the thinking:
“Protect and Improve the Enterprise” – and in that order of attention. Do no harm.
Focus on the authentic application of topics to tasks to produce outputs that meet stakeholder requirements – and then build your authentic applications practice and tests first – and then develop your lean-content.
Don’t teach people about collaborative tools that are not in their world. Teach them how to get the best out of what they’ve got already. Not what you or they are dreaming about.
And if your roles/responsibilities go beyond instruction and information – help them create the processes and systems needed to determine the right tools for themselves – and how to create experiments that really prove the value – or not. Teach them to approach this as a business person would. Teach them about RONA. Return on Net Assets.
Or whatever key business metric helps you describe your world in business terms.
When you can describe your impact in terms of their metrics, then you’re really talking!
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