Why Tech Won’t Fix People Problems, According to Alvin Huang

In a recent LinkedIn post, Alvin Huang argues that leaders often mistakenly turn to technology to solve fundamental team performance issues, a strategy he contends is fundamentally flawed. Huang, a noted advisor and thought leader, emphasizes that technological solutions cannot address the underlying human dynamics that hinder productivity.

Huang directly challenges the common founder impulse to implement new software or dashboards when team performance dips. He asserts that these tools are merely band-aids that fail to treat the root cause of the problem. As Huang states:

Stop trying to fix people problems with tech.
It doesn’t work.
Never has.

The Limits of Technology in Team Dynamics

Huang’s core argument is that technology is ill-equipped to mend broken relationships or communication breakdowns within a team. Instead, he advocates for a diagnostic approach focused on the human element. He outlines a multi-step process for leaders to identify and rectify these issues before considering any technological interventions.

Diagnosing the Root Cause

According to Huang, the first step is to accurately diagnose what is truly broken. This involves engaging with team leads to identify recurring breakdowns and categorizing them as issues related to process, clarity, or trust. Huang warns against the temptation to automate symptoms, stressing the importance of addressing the underlying cause.

Establishing Clarity and Safety

Huang further elaborates on the necessity of establishing clear expectations and fostering psychological safety. He suggests writing a single sentence that defines what “great” looks like for each role and reviewing this standard weekly with the team. To build psychological safety, Huang recommends starting meetings with an open-ended question like, “What’s one thing we’re avoiding talking about today?” He believes that rewarding honesty over mere compliance is crucial for a healthy team environment.

No system can fix what’s broken between people.

Improving Feedback and Trust

Another key area Huang highlights is the feedback loop and the cultivation of trust. He proposes shifting from lengthy one-on-one meetings to brief, mid-week pulse checks and providing feedback in the moment rather than after a project concludes. For top performers, Huang advises giving clear outcomes and delegating the “how,” encouraging leaders to ask what they can do to help their A-players act faster.

Your execution is only as strong as your alignment.
And no software can fix a leadership gap.

In essence, Alvin Huang’s message to business leaders is clear: prioritize fixing team dynamics and leadership gaps before seeking technological remedies. He concludes by reinforcing that workflow improvements should follow, not precede, the resolution of interpersonal and alignment issues within the team.