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When you hit a certain stage of your corporate career — like being a woman of a certain age, but better paid — you may end up in a lot of development training for various reasons, or pointed at coaching, or both. I learned, in one of these, a very useful distinction, what people development curriculum designers call adaptive challenges vs technical challenges.

Technical challenges are skills gaps, basically. You don’t know Australian tax law. You don’t know C++. You’re not a very polished public speaker. You aren’t well networked enough with senior leaders.

Adaptive challenges are when you’re getting in your own way. You learned C++ but you can’t bring yourself to apply for the job. You’ve practiced your public speaking but you turn down opportunities to do it. You know lots of people and they think highly of you, but you never ask them for help.

It’s possible to have both challenges at the same time, and for difficulties in one to inhibit the other; say, your dislike of attention (adaptive) is getting in the way of you investing in your public speaking skills (technical). But there’s also a huge tendency in corporate people development to spend a lot of time on adaptive challenges, particularly for underrepresented groups and in equity programs, relative to the investment in technical challenges.

My belief about why this is is that addressing adaptive challenges simply scales better. Whether someone is in finance or activism or programming or real estate or medicine, the techniques you teach them to get them OK with asking other people for help more, or asserting their opinions more, or for assessing their own work fairly, are similar. You don’t need to find someone with an overlapping professional background or from the same field to address adaptive challenges, and you can draw on an entire community of teaching and coaching practice. And on the provider side, you can position yourself as a coach who teaches assertiveness in a wide variety of fields, rather than someone who trains assertiveness for non-profit accountants!

It may also be a comforting story to tell yourself about your equity practices: probably the reason that underrepresented people aren’t succeeding in our organisation is that they’ve internalised messages from somewhere else, probably some large and uncontrollable force outside, that they aren’t worthy! Fortunately, they are now on a level playing field in your organisation and all you need to do is help them out of the mindset that other forces taught them.

Whatever the cause though, the result is a similar pattern to vague feedback holding women back. If what is stopping someone progressing in their career is that they don’t know enough about Australian tax law, at some point they just need to learn more about Australian tax law, and assertiveness training doesn’t have a lot to add. And they or their employer are going to have to do something not as scalable as assertiveness training to address it.

For employers: don’t leap to adaptive challenges as the answer for your equity problems. If there’s technical challenges, you are going to have to drill in to individual or small group teaching, or invest in external programs that require considerable time and money investment. (Their adaptive coach might encourage them to take an hour every week to reflect on their goals, but their taxation law professor is going to flat-out require that they pass exams.)

Managers: track investment in someone’s development over time: if an employee did Overcoming Impostor Syndome and Unlocking the Big You last year, you should question whether The Light Within is the course for this year, relative to the entrance requirements for a masters degree or a rotation into a team that writes more C++. Work with people to ensure that there’s investment in the actual skills they need to progress as well as into their mindset. In the worst case, you are really selling someone very short if you help them be big and bold and proud and self-actuating, and then you don’t listen to them now that they know enough about themselves to know that they really need to learn more C++.