Dealing with under-performance

Previously, I have explained how involving people in improvement team activities provides a lever for engagement. My last article in WM Nov/Dec on managing the green rather than the red (visual management in control/out of control status) explained how the nature of the questions that managers ask is an important part of the engagement process. If managers only ask questions when problems occur, improvement teams will be encouraged to engage with problems when things go wrong – reinforcing a reactive approach. When questions focus on how to improve further even when all KPIs are green, they encourage a form of engagement which accelerates the pace of improvement. Unfortunately, on its own, changing the emphasis from managing red signals to managing the green won't be enough. There will be those who don't get it and need help to understand what's required of them. Some will only want to do their job, keep their head down and won't volunteer for anything. Others won't feel any pressure for change and are adept at sidestepping things that put them in the firing line. There are many symptoms of lack of engagement but, excluding lack of opportunity, the reasons boil down to either a lack of skill or a lack of will. The problem of the skill gap is relatively easy to deal with. How can you deal with lack of will? To quote an old adage, you can take a horse to the water, but you can't make it drink. The key is to adopt a structured improvement road map such as PDCA (Plan-Do-Check-Act). Brief the improvement team on their accountabilities for each PDCA step and offer support. Give positive recognition at each step, but make sure there are consequences for those who don't apply themselves. Within the team, peer pressure will encourage some to engage. Those that don't may need a formal management interview. This should lead to a coaching plan to help individuals to achieve the required standard. Rinse and repeat. We are wired to welcome positive recognition and avoid negative feedback – consistently applied, this process usually provides enough leverage to raise performance and levels of engagement. This does take time and energy, but if you aren't prepared to invest that to release the full potential of your operation, then maybe you have identified the real barrier to engagement.