Diagnosing the root cause of under performance Kate

Diagnosing the root cause of under -performance Kate Turner – Motivational Leadership @everywoman. UK #ewnetwork

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Diagnosing the root cause of under-performance Kate Turner Motivational Leadership

What do you think are three root causes of poor performance?

DIRECTION ‘What’ SKILLS AND BEHAVIOUR ‘How’ MOTIVATION ‘Why bother’

A man was out fishing in a boat on a lake. It was a beautiful day and the fisherman was feeling pleased with the world. There was a tug on his line, and when he reeled it in there was a snake – and the snake had a live frog in its mouth. Feeling sorry for the frog, the fisherman took it from the snake and threw the frog back into the water. Then he felt that perhaps he had not been fair on the snake, so he looked around the boat to see what he could give the snake. All he had was a bottle of brandy, so he gave the snake a slug of brandy then threw the snake back in the water. Ten seconds later, there was a loud knocking on the side of the boat, and there was the snake again – this time with TWO frogs in its mouth!

• What gets rewarded gets done • You get more of the behaviours you reward • It is easy to inadvertently reward the wrong thing

Performance Issue: Recognition of situations where X is out of his/her depth, leading to mistakes and poor customer service. Present Undesirable Behaviours (Less of required) Future Desirable Behaviours (More of required)

Present Undesirable Behaviours (Less of required) Does not check procedural requirements before committing to deliver to the customer Invents answers or bluffs when customers question is beyond his experience Does not communicate promises/commitments to administrator/manager until it is too late Unwilling to admit his own mistakes – seeks to blame other areas or systems Future Desirable Behaviours (More of required)

Present Undesirable Behaviours (Less of required) Does not check procedural requirements before committing to deliver to the customer Invents answers or bluffs when customers question is beyond his experience Does not communicate promises/commitments to administrator/manager until it is too late Unwilling to admit his own mistakes – seeks to blame other areas or systems Future Desirable Behaviours (More of required) Clarify customer requirements and agree to confirm the possibilities, having checked with appropriate people Admit lack of knowledge in any areas where he is unsure of the answer Obtain information and relay to customer at agreed time Keep administrator/manager informed of progress on all non-standard cases Admit to mistakes and seek guidance on how to avoid in future

Poll 1: Which of the following is the main reason for poor performance: • Lack of clear direction • Lack of skill • Lack of will

Copyright Dr Derek Biddle

Copyright Dr Derek Biddle

Copyright Dr Derek Biddle Define the behaviours – desirable and undesirable Does the person clearly know what is YES expected? NO Do these matter in terms of actual performance? Describe what is required in explicit behavioural terms, and monitor subsequent performance carefully Is the person now performing well? NO YES Live with the situation. Concentrate on what matters Recognise and reinforce the behaviour NO YES The ACID test: COULD THIS PERSON DO WHAT IS REQUIRED OF THEM IF THEIR LIFE DEPENDED ON IT?

The ACID test: COULD THIS PERSON DO WHAT IS REQUIRED OF THEM IF THEIR LIFE DEPENDED ON IT? NO Skill issue Copyright Dr Derek Biddle YES Will issue

Copyright Dr Derek Biddle Provide specific, accurate training and monitor results NO Has the person done the work correctly in the past? YES Increase the amount of practice and coaching NO Does the person use the skills required regularly? YES Increase the amount of feedback; provide remedial training/ coaching and monitor results

Copyright Dr Derek Biddle Is the person still having problems? YES Redesign job to simplify where possible; review methods and equipment Redeploy to suitable work, if available. Otherwise process dismissal YES Is the job badly designed or could it be simplified? NO NO Does this person have the appropriate potential for this work?

The ACID test: COULD THIS PERSON DO WHAT IS REQUIRED OF THEM IF THEIR LIFE DEPENDED ON IT? NO Skill issue Copyright Dr Derek Biddle YES Will issue

Does the person feel that it doesn’t matter whether they perform well or not? YES Give strong, frequent feedback and create positive and negative outcomes YES Act to remove penalties NO Does the person feel penalised for doing the right thing? NO Are there good outcomes if the person does the wrong thing? Copyright Dr Derek Biddle YES Create positive outcomes for good performance; include negative outcomes if poor performance continues

Poll 2: Have YOU ever been in a job where you have felt the following: A. It didn’t matter if I performed well or not – no one noticed B. I was penalised for doing the right thing C. Both A and B

Copyright Dr Derek Biddle NO Are there any job design features which get in the way of good performance? YES Act to remove such features NO Redeploy to suitable work, if available. Otherwise process dismissal NO Does this person have the appropriate potential for this work?

Copyright Dr Derek Biddle

Copyright Dr Derek Biddle

Can Do • • • Do they understand what is required and that it is part of their job? Have they received the appropriate training? Do they have the skills and knowledge required? Have they done the task successfully before? Are they a Level I or a Level II Learner? Will Do • • • Do they want to learn how to do the task? Are they willing to take on the task? Is there something ‘in it’ for them? Are they prepared to accept responsibility for the result? Are they a Level I or Level II Learner? Do they have the confidence to try out the task?

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