T&D: Moving to Performance Improvement PDQ

Your T&D Clients Really Want Performance

They simply often see T&D as a means to those ends.

But … they could be wrong … some of the time.

Sometimes the Root Causes of Performance Issue – isn’t a lack of K/Ss – Knowledge/Skills.

Unless the Performers are new to the job, of course.

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Sometimes the Root Cause — Isn’t a K-S Issue At All

Clients want Performance. Agreed?

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But if you really take a close look at their situation – you may find other Performance Variables are the issues. Perhaps many.

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You need an Quick Approach to diagnosis.

A Mental Model to help you systematically determine what’s at the root of their issues.

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I always look to the Process first. Is there one? Is it followed consistently? Is it not followed for “good reasons” by those not adhering to it?

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Sometimes the Performers lack the Physical demands of the job.

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If they don’t have the stamina for what the job demands – they won’t meet that job’s requirements.

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Sometimes the Performers lack the Psychological demands of the job.

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If they cannot deal with the stress in the job – and the stress cannot be engineered away – they won’t stay. Or they’ll stay, but become unhealthy.

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Sometimes the Performers lack the Intellectual demands of the job.

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Not everyone can think both strategically and tactically.

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Sometimes the Performers lack the Personal Value demands of the job.

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Sometimes the Performer’s biases get in the way.

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Sometimes the data and information available isn’t what it needs to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the materials and supplies available aren’t what they need to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the tools and equipment available aren’t what they need to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the facilities available aren’t what they need to be. And it’s got nothing to do with the Performers.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the number of people available aren’t what it needs to be. And it’s got nothing to do with the Performers. It’s a headcount/budget issue.

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Look to the systems in place that address that – upstream from the Performance. And address those.

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Sometimes the culture in place isn’t conducive to Performance – because the reinforcing and extinguishing consequences aren’t what they need to be. And it’s got nothing to do with the Performers. At least, these performers.

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Culture and Consequences are Management’s responsibility. Look to the systems in place that address that – upstream from the Performance. And address those. As Deming suggested – it’s The System.

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I’ve often been in T&D projects where it soon became obvious to all – that T&D wasn’t going to address the Root Cause or Causes.

But – if the Root Cause couldn’t be addressed – fixed – then we’d look to Master Performers at the Individual Contributor level – or at the Manager level – to see how they anticipated and avoided the Issue in the first place – or dealt with it if unavoidable in the second place.

That’s what the T&D might address. How to live with the Issue – and Roll with the Punches – so to speak.

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Resources

I have books, and articles, chapters, audio podcasts, videos and many Blog Posts that cover this Mental Model/Analysis Framework. Most are free. Look around.

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Here is my 2011 book:

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From Training to Performance Improvement Consulting (2011) – as Paperback and Kindle

– a guide for a leadership team to take their Training/ Learning/ Knowledge Management organization and Stakeholders on a 2-Step Journey from Training to Performance Improvement Consulting.

Paperback $15 and Kindle $7.50

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PDQ

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