perspective on the performance gap jill e. carter carter consulting 801/581-9910
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Perspective on thePerspective on the Performance GapPerformance Gap
Jill E. CarterCarter Consulting801/581-9910
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In a Perfect WorldIn a Perfect World
What might a perfect “collaborative” environment look like for a supervisor and for an employee?Supervisor Employee
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The Supervisor’s RoleThe Supervisor’s RoleTo create competent, confident
people who own their performance.
The “slinky” and systems thinking.
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Deming and the Performance Deming and the Performance GapGapEdwards Deming* suggests
◦94% of the “Performance Gap” is a function of: Process Leadership
◦6% is employee-based (individual will/accountability)
*Aguayo, Rafael. Dr. Deming, What Every U.S. Business Person Should Know About Successful Management and Bringing Quality Back Home. First Fireside Edition, Carol Publishing Company, New York, New York, 1991.
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A Supervisor’s Response A Supervisor’s Response To Poor Performance
◦First time: Hope the performance will go away
◦Second time: Get angry because the performance expectations are still not met
◦Third time: Transfer ownership of the problem to the will/attitude of the employee
What is the Supervisors “frame of mind”?◦Anger and Dread?◦Problem Solving and Accountability
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Transactional AnalysisTransactional Analysis
Supervisor EmployeeAdult-Collaboration-Accountability
Adult-Collaboration-Accountability
Parent-Nurturing (good news/supportive)-Judgmental (critical: anger/dread)
Parent-Nurturing-Judgmental
Child-Playful (positive/innovative)-Whiny (negative)
Child-Playful-Whiny
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White Bead/Red Bead White Bead/Red Bead ExerciseExercise
Let’s try it!
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White Bead/Red Bead White Bead/Red Bead ExerciseExercise
How did the employees respond during this exercise?
Can’t Do(structure)
Won’t Do
Performance Expectations
Employee Will
Procedures and Processes
Employee Skill/Competency
Leadership/Culture
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Basic TruthBasic Truth
“Organizations are perfectly designed to get exactly what they are getting.”
--Vivian Harrington, Student WSU
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Narrowing the Narrowing the Performance GapPerformance Gap
Desired Outcome Methodology
Have the employee feel validated & respected
Specifically recognize what the employee is doing well
Encourage the idea of behavior aligned with successful performance
Create an environment where people can make mistakes and learn from them
Move to problem solving rather than defensiveness
Jointly define the problem, the root cause and the solution with the employee
Collaborate on problem-solving (transfer accountability to the employee)
Ask the employee for insight & recommendations to resolve the issue
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Narrowing the Narrowing the Performance GapPerformance Gap
Desired Outcome Methodology
Transfer solution development to the employee rather than the supervisor
Facilitate the discussion for potential solution options
Facilitate the outcome/ownership to the employee rather than the supervisor
Look at the pro’s and con’s of all solution options against the performance standard
Give outcome/ownership to the employee
Ask the employee for recommendation on the best solution
Foster an employee implementation
Ask the employee for steps, milestones, etc.
Clarify joint roles and expectations
Recap root cause, solution & requested resources
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“People do the best they can do or else they would do better.”