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July 10, 2011

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Agatha

I think part of it depends on why ppolee are missing. For example, could it be that you as the coach are scheduling meeting at a horrible time for them say they get in late or leave early due to child care issues. I would address the group with the following: I notice that we've had a number of ppolee missing ALT sessions lately, what do you all think about that, and how is it affecting the process? How can we make things better? If it continues to be an issue, I would speak with the individuals one-on-one.

Mayo

I think it is possible to do both, just as AL intergates L&D with problem solving. It would be important to be clear on what is being assessed/monitored for performance reporting e.g. committment to L&D observed in continuous improvement, self awareness or effectiveness in problem solving using AL to identify actions and implement them. Depending on the performance management processes it may be possible to use the same performance evaluation used in the AL process. If team work' is a performance measure the manager might at the commencement of the performance period ask the person what behaviours/activities will illustrate your team work?' The review may then be along the lines of how did you go with your team work? Can you give some examples?' The frequency of reviews and progress toward final performance report is also important. The more frequent the review the more opportunity for self-regulated improvement and positive performance feedback, early identification of problem performance or need to develop different performance measures.

Shabahat

I agree with the comments aldaery posted. I'd ask the team what impact it has on their work when team members don't show up, and what they want to do about it.I think AL coaches have to be careful and clear when they wear the dual hats of AL program manager and coach. I experienced this situation with a team working a multi-month org challenge. I was serving as program manager and coach. The team developed a lot of hostility toward one member who wouldn't show and wasn't pulling his weight. They would not confront the individual directly, but the non-verbals could have knocked you over! Since they knew the AL experience was part of hi-po leadership development, they looked to me in my PM role to do something about the non-participating individual. The Problem Owner was aware of it, so I deferred to him to take action about the individual's lack of participation. (He didn't, that I could tell.) It all came to a head when the AL teams were finished, and they wanted some mention of their work/contribution included in performance appraisals, since the AL engagement took a considerable amount of their time. The PO decided to honor that request and wrote that input, as he was in their management chain. Which brings up another issue for a Program Manager and the leadership sponsoring AL teams: setting clear expectations up front with participants about AL as a development activity, rather than a performance expectation. What will be formally documented? How will uneven participation be regarded? Would love to hear some other experiences on this one, from the Program Manager perspective. My own experience tells me it's better to frame it solely as a developmental experience, and to keep it out of the performance appraisal process.

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