When framing employee performance issues, it can be helpful for managers to analyse the root cause by considering whether the problem is related to skill (lack of expertise), will (lack the motivation), or hill (difficulty of task). I think by identifying whether the issue is rooted in skill, will, or hill, managers can tailor their approach to address the specific challenges employees are facing. This analytical framework helps in developing targeted solutions, fostering a more effective and supportive work environment. Also, it enables managers to provide constructive feedback and guidance that is aligned with the nature of the problem at hand.
Providing performance solutions
Performance management is rooted in building an empowered and skilled workforce. When framing a performance issue, try asking yourself the following questions:
1. Is it a skill problem? (aptitude; training)
2. Is it a hill problem? (altitude; difficult task)
3. Is it a will problem? (attitude; motivation)
The best of the best
I think that there is a huge difference between skill and talent. In my opinion, skill is something you learn and talent is something you are born with. And with very few exceptions, everything in our own lives is a skill, for example, learning to read is a skill, being brave enough to speak up with the truth is a skill, caring about customers is a skill, etc. When telling yourself that you don’t have the talent, “I wasn’t born able to do that!” That story is not based on facts, in fact it’s letting yourself off the hook, it’s an excuse. Remember, skills are easier to acquire today than ever before.
The amygdala is part of the brain's limbic system and it’s here where we process emotions. It’s here where the voice in our heads says, “don’t do that, you are in danger”. This resistance is what makes us hesitant, it’s resistance that makes us nervous before we try something for the first time.
In the western world we have been conditioned to look out for ourselves, ”survival of the fittest”. We are judged on individual performance - how well we do on exams, work, projects, etc. - and are rewarded with awards, promotions and increased wages. How can we connect and collaborate on a level where we are looking at that common mission? People may be rated individually, but what can we do to align and more in the same direction?
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