Perspective on the Performance Gap - PowerPoint PPT Presentation

Perspective on the performance gap
1 / 12

  • Uploaded on
  • Presentation posted in: General

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.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.

Download Presentation

Perspective on the Performance Gap

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript

Perspective on the performance gap

Perspective on thePerformance Gap

Jill E. Carter

Carter Consulting


In a perfect world

In a Perfect World

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

The supervisor s role

The Supervisor’s Role

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

  • The “slinky” and systems thinking.

Deming and the performance gap

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

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

Transactional Analysis

White bead red bead exercise

White Bead/Red Bead Exercise

Let’s try it!

White bead red bead exercise1

White Bead/Red Bead Exercise

How did the employees respond during this exercise?

Basic truth

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

Narrowing the performance gap1

Narrowing the Performance Gap

Perspective on the performance gap

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

  • Login