Diagnosing Underperformance
There are many causes of underperformance. People respond differently to the demands of their work. The cost of underperformance is staggering, resulting from inefficiency, careless waste and avoidable mistakes. While there are many ways to raise a Company's productivity - enhancing human performance is one of the most powerful.
When upper managers underperform, it is often due to an ability problem, i.e., the 'Peter Principle'. On the other hand, when new supervisors underperform, it is often due to lack of knowledge or skill.
Some people underperform because their natural talents are mismatched to their jobs, or because management expectations are unclear. Others are faced by obstacles beyond their power to control.
Underperformance is a major problem for organizations facing change or competitive pressure, especially if there are fewer people to carry the load.
As a manager, your effectiveness depends on the degree to which you can leverage results through the efforts of talented people. You are as effective as the effectiveness of your people. Further, your ability to enjoy your job depends upon the degree to which you feel effective.
Diagnosing Performance will help you analyze, diagnose and develop the performance of your people. This workbook was developed by analyzing day-to-day interactions with managers, supervisors and staff in over 300 organizations. It focuses on the root causes of what separates high performers from underperformers, and proposes 6 strategies for dealing with underperformers.
When evaluating an employee's performance, one must first consider the unique demands of their job. It is illegal and unethical to focus on performance which is not directly related to the requirements of their job. Secondly, their behavior must be carefully observed, and their competence assessed. Certain behaviors, in our experience, are predictably linked to poor performance. Diagnosing Performance, while not a substitute for job analysis, professional assessment, or legal advice, will help you think more objectively about a person's job and what 'competencies' are most important for performance.
In recent years there has been much ado about 'enlightened' ways to manage performance, by focusing on empowerment, facilitation and coaching, as opposed to top-down autocratic management. These techniques, we believe, are basic to effective performance management. For them to work, however, they must include assertive feedback, hands-on coaching, performance measures and establishing clear-cut consequences for non-performance. Thus it is possible to empower people and at the same time assertively manage underperformers.
Unfortunately, many managers hesitate to practice effective performance management techniques, thinking them incompatible with principles of empowerment. The result is employees running amuck without necessary structure and feedback.
Diagnosing Performance will help you determine a proactive strategy for better managing your underperformers, by helping you integrate performance management with the art of empowerment.
When upper managers underperform, it is often due to an ability problem, i.e., the 'Peter Principle'. On the other hand, when new supervisors underperform, it is often due to lack of knowledge or skill.
Some people underperform because their natural talents are mismatched to their jobs, or because management expectations are unclear. Others are faced by obstacles beyond their power to control.
Underperformance is a major problem for organizations facing change or competitive pressure, especially if there are fewer people to carry the load.
As a manager, your effectiveness depends on the degree to which you can leverage results through the efforts of talented people. You are as effective as the effectiveness of your people. Further, your ability to enjoy your job depends upon the degree to which you feel effective.
Diagnosing Performance will help you analyze, diagnose and develop the performance of your people. This workbook was developed by analyzing day-to-day interactions with managers, supervisors and staff in over 300 organizations. It focuses on the root causes of what separates high performers from underperformers, and proposes 6 strategies for dealing with underperformers.
When evaluating an employee's performance, one must first consider the unique demands of their job. It is illegal and unethical to focus on performance which is not directly related to the requirements of their job. Secondly, their behavior must be carefully observed, and their competence assessed. Certain behaviors, in our experience, are predictably linked to poor performance. Diagnosing Performance, while not a substitute for job analysis, professional assessment, or legal advice, will help you think more objectively about a person's job and what 'competencies' are most important for performance.
In recent years there has been much ado about 'enlightened' ways to manage performance, by focusing on empowerment, facilitation and coaching, as opposed to top-down autocratic management. These techniques, we believe, are basic to effective performance management. For them to work, however, they must include assertive feedback, hands-on coaching, performance measures and establishing clear-cut consequences for non-performance. Thus it is possible to empower people and at the same time assertively manage underperformers.
Unfortunately, many managers hesitate to practice effective performance management techniques, thinking them incompatible with principles of empowerment. The result is employees running amuck without necessary structure and feedback.
Diagnosing Performance will help you determine a proactive strategy for better managing your underperformers, by helping you integrate performance management with the art of empowerment.
Click here for the worksheet
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