Episode D.010 Improving and Regressing Performance

Development Cycle - How People Learn
This begins and ends with competence or ability. Instead of focusing on willingness, invest your energy into raising their skill levels.

An Example of Raising Skill Levels Fast

1. Classroom time covering what they need to know. Keep this brief, don't over explain. Your goal is to create a foundation of knowledge to build upon.
2. Demonstrate what you covered in the classroom. If possible make it immediately after the classroom time and have someone else do it. The best candidate is a good performer but not the expert. If there is too much distance between them and the instructor it will negatively impact expectations.
3. Now move to an actual job. Have them shadow the individual that did the hands-on training and observe what good performance looks like.
4. On the same day or as soon as possible, switch roles and have them do it under supervision.
5. Assign them the task and frequently check on them, but do not stand over their shoulder.
6. Assign your #1 expert on the task to stop by daily and provide feedback.
7. Assign and leave them alone.

 
Regressive Cycle - How Motivation Affects Performance
​The Regressive Cycle is the Opposite of Development; it is all about willingness. Something has happened on the job or off that is impacting their willingness to perform. Get at the root cause by starting here:

• Desire: have they lost interest because the link between what they want and what the job will provide is lost? This could be the task has become boring or it won't help them achieve a desired end. This also where issues unrelated to work impact their willingness.
• Expectations: were commitments made to them that are being honored? Has similar commitments made to somebody else dishonored? Sometimes we take our cues from the environment and decide what is going to happen to us by observing others.
• Confidence: has there been a succession of failures that challenge their self-confidence? When people really begin to doubt their abilities there is a drop off in performance as they become more 'conservative' in their behavior.

 
Final Thought
Remember from our conversation in Part One - move 1 step at a time in both cycles, forward (development) or backward (regression). If in doubt start with the Supporting Style (High Support - Low Direction) and investigate. What you need to do will become apparent.

The Nuts & Bolts

• Task Specific
• Behavior Based
• Understand their Need and Match

Steps

1. Select a task or job that was worth investing your time
2. What is their current performance? Does it meet the minimal standards for success?
3. For this specific task or job, what has been their performance in the past?
4. What is your assessment of their current readiness or development level for the task or job?
5. Provide the appropriate leadership style
6. Asses the impact of your leadership style and adjust.