How to Address ANY Performance Problem

Sweat poured from my forehead as the steep slope finally gave a little relief to my aching legs. I steered my bike around the next hairpin turn and saw every cyclist’s nightmare – a man with leashes draped over his shoulders, but no dogs in sight. Instantly, I reached for my water bottle as my heart rate soared again. In one turn of my pedal, two growling pit bulls bolted out of the brush and lunged at my right calf. I took careful aim and squeezed my water bottle. A stream of water smacked them in the face, stunning them both into submission.

I glared at the hiker as I peddled past and yelled, “put those leashes on your dogs!” A few minutes later, the incident faded into the glorious beauty of the Santa Monica Mountains. The rest of my ride was uneventful, except for my reflection on the lessons learned.

First, let me thank my brother Tom for saving my legs from the jowls of the pit bulls. He had told me years ago, after cycling across the United States with a few friends, that the best way to deter a charging canine was a simple squirt from the water bottle.

Simple? Yes. Easy? No.

It actually took me years to become proficient at this seemingly simple skill (How to grab the bottle quickly without looking down?). Only now do I also realize that this story illustrates how leaders should address any “performance problem” they have with individuals or teams (at work or home).

Let’s assume one of your direct reports (Don) has a performance issue. I invite you to reflect on four questions to accurately diagnose the problem and then discuss your insights with him.

Does Don…

1. Understand exactly what the performance GOAL is? Don can’t hit a target unless he knows exactly what he’s aiming at. My goal was to be able to quickly grab my water bottle without looking down and accurately squirt the water.

2. Have the WILL to achieve the goal? The will relates to the motivation Don has to achieving the goal. Help him understand how important the goal is by discussing the implications of his poor performance and why improving is so important. In addition, consider asking Don to brainstorm the benefits he will gain by achieving the goal. My motivation to handle charging dogs was increased after I was chased by a dog while on a cycling trip in the great state of Washington.

3. Possess the SKILL needed to reach the goal? A leader in the training business, Bob Mager, asked it this way, “Could he do it if his life depended on it?” If Don doesn’t have the right skills, how will you help him learn the steps needed to reach the goal? What resources, role models, or training can you provide to help him build the skills needed to reach the destination? I knew what skills I needed to improve to stop a charging dog.

4. Make the time to DRILL? How can you provide accurate and timely feedback as Don takes steps towards his goal? What methods of measuring and rewarding improvement can you both agree upon? How will you manage the process of practicing without micromanaging the person? I knew what to do to handle charging dogs, but I still had to practice grabbing my water bottle without looking.

Next time someone’s performance does not meet your expectations, ask yourself how it might be related to the clarity of the goal, the will to achieve, the skill needed to reach the goal, or the drill necessary to make progress. How surprised will you be when these four components of performance help you manage the pit bulls in your life?

Do you use these components (or others) to improve performance? If so, how? Let me know. I’d love to hear from you.

Keep stretching when you’re pulled,

Dave

Dave Jensen helps leaders manage ambiguity, gain buy-in to any change, improve decision-making, and achieve difficult goals in today’s complex, competitive, and conflicting environment. For a FREE Chapter of his forthcoming book, The Executive’s Paradox – How to Stretch When You’re Pulled by Opposing Demands, visit http://davejensenonleadership.com/