Working Together When You’re Ahead Of The Curve

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Dannielle Blumenthal



In the rush to get more and more credentials we sometimes forget one thing: it’s mostly for the resume.



Because most organizations are not up-to-date with the training their employees have taken.



Across public and private industry there are scores of new-style workers ready to fly around on wings made of collaboration software, mobile apps, virtual work and of course the latest techniques for busting those stovepipes out the wazoo.



But then those same workers walk into the average workplace and can’t believe it’s not like the teacher told them.



A friend of ours told us that the kids in Florida now go to school with their iPads! While we are still learning to connect them to our networks.



Forget the training class: If you read the business journals, you might start to think that every company is like the ones profiled in those magical case studies.



But the reality is that we’re sort of playing catch-up. In a world where some people are very advanced in terms of their technical skills, others in their managerial skills, and the rest in some middle area or not at all.



The task is to move the whole company forward together, not just glorify one or two at a time. But that’s a tough ting to do when you are not necessarily the CEO.



Someone said to me yesterday, “D.C. is full of smart people. It’s like, yes, you’re smart, and I’m smart too. Now what?”



Another person said, “There’s a lot of work to do that isn’t necessarily exciting, but someone’s got to do it.”



In the real world, smart only gets you so far. The rest is finding a way to get things done. That’s where the rubber hits the road and where all the training in the world makes no difference.



Like Iyanla Vanzant says, there is no thinking your way forward: “You have to do the work.”


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Peter Sperry

One of the first things you learn in logistics planning is progress is determined by the speed of the slowest component. The same dynamic applies to moving an organization into the future. Leaders need to understand and plan around this limitation.

Followers need to understand that one of the most effective ways to compensate is to prioritize components and leave behind any with a value add insufficient to justify their inability to keep up. Take a good hard look at what you are doing and ask yourself if it is important enough to slow down the entire organization while you catch up. If not, be prepared when it is not included in the next budget request.

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