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Solving performance problems

Explore the common causes of poor performance in the workplace and equip yourself with the skills to diagnose and address these issues effectively. This session will help you understand why employees underperform, focusing on factors such as unclear objectives, insufficient feedback, and resource limitations. Learn how to communicate expectations clearly and confront performance gaps in a constructive manner. Improve your management practices by understanding different perspectives and fostering a culture of accountability and growth within your team.

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Solving performance problems

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  1. Solving performance problems The diagnostic interview

  2. Objectives of session • To help you understand the causes of poor performance • To equip you with the skills to diagnose the causes of poor performance • To help you understand how to address the causes of poor performance

  3. Why do people under-perform?

  4. Why do people under-perform? • They don’t know what is expected of them • They don’t know that they are not meeting expectations • They cannot meet expectations • They will not meet expectations.

  5. Management disciplines • Objective setting • Feedback • Learning needs/problem solving • Discipline

  6. What do I find difficult about confronting poor performance?

  7. General performance statement Martin, I have to tell you that I am not happy with a certain aspect of your performance. It seems to me that it takes you much longer to complete work than I expect.

  8. Specific performance statement I recently asked you to prepare a promotional campaign on product x. What I had hoped for was a complete plan including a budget, forecast results and recommendations as to which media to use in which combinations. I had also hoped to see several mock-ups of promotional pieces. What I saw was several suggested slogans that we could use, but without any recommendations as to how we might use them.

  9. One of the most common causes of poor performance is that the other person has a different expectation to the manager

  10. Once you have compared expectations • The other person does not agree that there is a gap • The other person thinks your expectations are unreasonable • The other person cannot close the gap • The other person refuses to close the gap.

  11. Addressing the causes • Unclear objectives • Poor feedback • Lack of ability or resources • Lack of will

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