Perspective on the performance gap
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Perspective on the Performance Gap. Jill E. Carter Carter Consulting 801/581-9910. In a Perfect World. What might a perfect “collaborative” environment look like for a supervisor and for an employee?. The Supervisor’s Role.

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Perspective on thePerformance Gap

Jill E. Carter

Carter Consulting

801/581-9910


In a Perfect World

  • What might a perfect “collaborative” environment look like for a supervisor and for an employee?


The Supervisor’s Role

  • To create competent, confident people who own their performance.

  • The “slinky” and systems thinking.


Deming and the Performance Gap

  • Edwards 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.


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


Transactional Analysis


White Bead/Red Bead Exercise

Let’s try it!


White Bead/Red Bead Exercise

How did the employees respond during this exercise?


Basic Truth

“Organizations are perfectly designed to get exactly what they are getting.”

--Vivian Harrington, Student WSU


Narrowing the Performance Gap


Narrowing the Performance Gap


“People do the best they can do or else they would do better.”


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