RE Capital's Visionary Leadership under Newman Leech
Analyzing Performance Problems
1. Important?
Describe
Performance
Problem
Skill
deficiency?
Knowledge
deficiency?
Used to do
it?
Used to
know it?
Used
often?
Used
often?
Performance
Punishing?
Non -
Performance
Rewarding?
Performance
matters?
Obstacles?
Arrange training
Arrange practice
Arrange feedback
Ignore
Provide Feedback
Remove punishment
Arrange positive
consequences
Arrange
consequences
Get rid of them
Analyzing
Performance Problems
Josh Clemm
3. What’s a performance problem?
● Missing deadlines
● Being late for meetings
● Not getting compliance training done
● Takes a long time with using clearcase
● Using an ethnic joke to kick off sales
meeting
4. Steps to Take
1. Define the performance problem
2. Identify the reasons for the problem
3. Identify the solutions
6. Define Problem
● It’s easy to see if someone is not doing
what you want
● You need to step back and consider:
○ What is the actual behavior?
○ What is the desired behavior?
● This discrepancy is the performance
problem!
7. Examples of Good vs Bad Observations
Bad observation Good observation
"You work slow"
"Task A needs to be done by
week 3, you have no progress
to show by week 2."
8. Bad observation Good observation
"You are lazy"
"You need to be at work at 8,
you are arriving at 8:40-9am"
Examples of Good vs Bad Observations
9. Bad observation Good observation
“You look like a hippie”
"Men must have short hair,
and your hair is at your
shoulders"
Examples of Good vs Bad Observations
11. Is Problem Worth Pursuing?
● Why is the discrepancy important?
○ (Cost, efficiency, etc)
● What would happen if I left it alone?
● Would resolving this discrepancy
have a worthwhile result?
12. If it is worth pursuing,
Determine the
Deficiency
13. Is it a Skill Deficiency?
● Could employee do it if really required
to do it?
● Could employee do it in the past?
○ Maybe they need to be refreshed
● Are their present skills adequate?
14. If it is a Skill Deficiency…
● Did they used to do it?
● If not, they may need training
● If yes, do they do it often?
○ Let them practice
○ Provide feedback
15. Is it a Knowledge Deficiency?
● Is information readily available
in employee training?
● Are objectives clear?
16. If it is a Knowledge Problem…
● Did they use to know it?
○ If no, let them know
○ If yes, provide feedback
19. Why aren't they doing it?
● Is desired performance punishing?
○ Remove it
● Is undesirable non-performance
rewarding?
○ Arrange positive consequence
20. Why aren't they doing it?
● Does performance matter?
○ Arrange consequence
● Are there obstacles in their way?
○ Get rid of them
21. Determine the Solution
● After doing this analysis, many
problems have clear solutions
● Many do not, but at least now you
know what the problem is and how to
address it
22. Takeaways
● Think about what you want an employee to do
and what they are actually doing
● “More Training” is not always the answer
● Don't assume the worst, try to understand why
● Many solutions are simple and quick
