Before you can answer that question, you need to understand the reason for the poor performance; otherwise, the corrective action you take may have no impact at all. The primary reasons for poor performance are:

1. They can't do it. The person is simply incapable of doing what is expected of them. They may be physically or intellectually incapable, or even psychologically incapable. For example, many people will not succeed in selling because they can't overcome the fear of rejection. The problem here is in the selection process: how did you end up with someone in a job they are incapable of doing?
2. They don't know what to do. The assumption here is that they can do the job, but they are not clear on what is expected. Research from The Gallup Organization shows that less than 50 percent of employees are clear about what is expected of them every day. This is a communication problem. Managers often say: "But I told them what to do," ignoring the fact that with clear communication, the onus is on the communicator.
3. They don't know how to do it. Now we are assuming that the person is capable, and they know what to do, but is lacking the skills or knowledge of how to perform as required. This is a learning problem, and I emphasize learning rather than training. Some training or coaching does not result in the person learning to perform.
4. They don't want to do it. So the person is capable, knows what to do, and knows how to do it... we now have a motivation problem. Why doesn't this person want to perform? What do we need to do to engage them?

Keep reading our Weekly Leadership Tips for ways you can create a work environment where all team members are engaged, committed to your organization, and passionate about doing a great job every time.

Learning how to diagnose performance problems is just one idea from a vast wealth of information Leadership Strategies International has to offer about leadership. How invested are your employees in the vision of your company? Are you doing all that you can as a leader to engage and retain your employees' interest?

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© 2007 Keith Ayers. All rights reserved.

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