I managed to get sucked into a conversation on Twitter the other day (how does that keep happening?). It had started with a conversation about curation and had meandered, as all the best Twitter conversations do, onto whether a motivated employee will wait for L&D to provide curated content.
My belief is that the motivated will curate their own content (perhaps with our support/guidance/direction) when the ever interesting Jane Hart asked the killer question:
So are L&D *training* the unmotivated, and *supporting* the motivated?
BAM! Between the eyes with that one. Is that what L&D is perceived as…the place to send those who won’t hack it, where we are given a last chance to ‘fix’ them before the decision to release them from their obligations with the organisation is realised?
It got me thinking about how often are we asked to help change someone who doesn’t want to be changed.
I had a personal example over Christmas. I stopped smoking in March as part of the health issues I’ve been dealing with. Over the Christmas period I had to do ‘time’ with a habitual smoker in their home. I returned to where I live and everything smells. I had to wash everything. I discussed it with the individual and they didn’t consider the impact on the people around them. More disconcertingly, they didn’t consider the impact on them and their health.
Think about a workplace situation: a manager who won’t performance manage their under performing staff member. Their team’s output is regularly met irrespective of the under performing member of the team – what motivation does the manager (or staff member) have to change? If someone doesn’t have a motivation to change, why should they? Are L&D likely to make a positive impact?
How do we influence the manager highlighted above? I was fortunate to have a reason to re-read Robert Cialdini’s great book on influence a few weeks ago. If you haven’t seen it, please watch this neat summary via Youtube.
Leave a comment below with how you’d motivate the manager and we can compare/contrast with my thoughts next time.