Imagine you’re a frontline sales manager with 6 to 8 direct reports. You spend about 35% of your day in meetings, almost as much time reading and responding to 120+ emails, and nearly 10% of your time coaching and giving feedback to your team.
Now imagine that learning and development says you should be spending four times as much time developing your people — 36% of your workweek. Who is going to give you more hours in the day? How is this even possible?
Now imagine that you give a good-faith effort to meeting this mandate. You offer the sustained, continuous coaching that L&D is calling for, only to find out that this effort not only failed to boost the group’s performance but actually degraded it. Does this sound unlikely or counterintuitive?
Actually, it happens time and time again. Entrenched principles of employee development call for strategies that often backfire. The world of work has changed, but traditional thinking about development hasn’t.