Poor Performances

By Joseph Tan|26-03-2014 | 1 Min Read

Photo Source: Keith Rowley

people@leaderonomics.com

Authors Roger Connors, Tom Smith and Craig Hickman listed top ten organisational unresolved issues which keep popping out regularly during their training and consulting projects. At number seven is the issue of POOR PERFORMANCE.

Nowadays, every organisation speaks about producing high performance as if it is a straightforward step-by-step event. It is not. When managers look at performance purely from a goal-setting perspective, they have lost out on the art of leadership communication. It is easy to manage using spreadsheets and forecasts if the employee is internally and intrinsically motivated to do a great job. However, the majority of team members tend to stray and deviate from the standards of high performance. What then can can the manager do?

In this week’s Wise-Video, we go through the basics of what it takes to address the root cause of poor performance from a human nature perspective. Ironically, focusing on the performance itself is not the solution for overcoming poor performance, rather it is the environment of leadership and personal responsibility which makes all the difference.

“The caring manager confronts poor performance early” ~ Marcus Buckingham.

Joseph Tan is the lead faculty on character & Leadership at Leaderonomics. To engage Joseph for programmes at your organisation, email : people@leaderonomics.com. If you enjoyed reading the article, click here for more! 

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Leadership

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Joseph is a Leaderonomics faculty trainer who is passionate about engaging with leaders to transform culture in organisations. Previously, he was CEO of Leaderonomics Good Monday. He is currently based in the United States
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