Introduction: There are reasons for underachievement. When desired performance falls short, something has happened. Putting your finger on the right issue is crucial for find a fix.
As always, taking the time to listen to the people involved talking about their work should reveal the precipitating conditions. Pouncing on people with both barrels blazing is seldom as effective (although, it may feel better at the moment). Many managers don’t take the time to really listen. They act on their assumptions and let fly.
There are four factors that need to be considered before you know how to address and remedy a problem. Use the following four questions, in order, as a checklist for considering the situation (worksheets are provided below).
- Does the person (or do the people) involved know what is expected?
- If they know what’s required, do they have the requisite skills to deliver what’s expected?
- If they know what’s expected and have the skills to do it, do they have the resources necessary to deliver what you desire?
- If they have the knowledge, skills and resources, are they motivated to do the right things?
Bosses who regularly make assumptions about the reasons behind underperformance tend to have a mental list of predetermined causes, which also includes their corresponding remedies.
When performance falls short, the typical managerial response is to treat the situation automatically as if the problem were a number one (forgets crucial information), or perhaps a number four (lacks motivation). How many times have you thought or said, “How many times do I have to tell you…?” and then proceeded to tell them again?
Or, assumed that the problem is a number four, and sought to “light a fire” under the individual(s) involved, usually by applying some type of noxious stimulation to adjust their attitudes?
If you fell and broke your arm, would you go to an oncologist for treatment? If you were having problems with your eyes, would you go to an Ear, Nose, and Throat specialist? You’ve got to get the right (definitive) diagnosis to determine the appropriate remedy.
Instructions: (For acute performance crises, see Diagnosing Crises).
This tool for diagnosing chronic performance shortfalls is designed for individual or group application. The following worksheets are guides to use in researching the cause(s) of performance shortfalls, which will provide the information that is necessary to devise appropriate solutions.
You will be focusing on discovering whether the performance shortfall is a result of deficiencies in:
- Knowledge
- Skills
- Resources
- Motivation