Most people want to do the right job and do it well… On a good day, every manager would agree with that statement. So why don’t they? What stops people doing the right job and doing it well? n particular what do we, as leaders and managers do, that gets in the way?

By answering this question, managers can create their own checklist for improving the performance of their people.

Our own findings, based on the experiences of lots of hands-on Managers, tend to mirror the research on this subject.

The most common reason for underperformance is a lack of clarity about what’s expected.

I don’t know what’s expected, why it’s important and or I don’t have the tools/resources to do it.

The second most common reason for underperformance is a lack of awareness that there is a shortfall between what is expected and what they are doing.

I didn’t know that I was under-performing.

The third reason is a lack of knowledge or inability to apply the knowledge.

I don’t know how to do it

The fourth reason is that I don’t want to do it; possibly because I don’t see it’s importance or I have other priorities.

During our workshops, when asked about under-performance, Managers typically reveal the temptation is to jump to the fourth reason first; which often results in a sense of helplessness or a frustration at the recruitment process which gave them these unsuitable staff !

Leaders who link the amount of effort they invest in the activities that are most likely to drive the results they need get much better returns in terms of performance.

Putting it Into Practice

One of the biggest obstacles to putting new skills into practise is the lack of opportunity to try them out in a safe environment.

Role playing and rehearsals with Coaches all play their part; but some far-sighted Clients are showing the way with an innovative and worthwhile solution.

Imagine you have just been on a presentation skills course and come back with great ideas but some reluctance to try them out in front of your colleagues. How about using those skills on behalf of a charity or voluntary organisation? You get a very real opportunity to practise your new skills and they get the benefit of your efforts. Organisations like the National Trust, Wateraid and Heartsearch welcome volunteer speakers.

And it isn’t just limited to presentation skills. How about testing out your new coaching skills with some young volunteers or developing a vision with a group of managers in your favourite small charity?

Carolyn Clarke©

Training and Development Leader, Corporate Alchemy