I continually am amazed at how often organizations expect their employees to just “figure things out” on their own.
It happens often with technology: The installation of a new software program may come with an hour of online training, but then you’re on your own to learn the nuances, or suddenly Teams is the mode of communication and it’s treated as if “everyone” knows how to use it. Classes are converted to Zoom and the expectation is that you will find ways on your own to convert your content to provide a dynamic, remote environment, or the Census hands you a phone with proprietary software installed and sends you into the field to follow the prompts. If the technology is the main platform for the work, shouldn’t we have a bit more guidance to master it?
We do it with new supervisors as well. After all the congratulations regarding their promotion, too often new managers are left on their own to figure out how to delegate, hold people accountable, craft a vision and motivate a team. They are thrown into the position because of their talent with an entirely different skill set and more often than not receive no training on the new (and critical) components of their role. It’s not good for the individual or the organization.
Before you expect someone to perform well utilizing a new technology or to succeed with new responsibilities, look inward to assess whether you have provided adequate training, tools and time for the employee. Something that is second nature or intuitive for you may be the result of your experience and present itself as daunting for those thrown in.