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?

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

You need an Quick Approach to diagnosis.

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

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?

Sometimes the Performers lack the Physical demands of the job.

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

Sometimes the Performers lack the Psychological demands of the job.

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.

Sometimes the Performers lack the Intellectual demands of the job.

Not everyone can think both strategically and tactically.

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

Sometimes the Performer’s biases get in the way.

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

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

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

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

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

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

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

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

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.

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

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.

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.

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.

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.

Here is my 2011 book:

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

PDQ

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