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Closing the Performance Gap: Strategies for Supervisors and Employees

In an ideal collaborative environment, supervisors cultivate confident employees who take ownership of their performance. According to Edwards Deming, 94% of the performance gap arises from processes and leadership, while only 6% is due to individual accountability. The supervisor's mindset plays a crucial role in addressing poor performance—transitioning from hoping it resolves itself to fostering problem-solving and accountability. Engaging exercises, such as the White Bead/Red Bead exercise, can demonstrate how organizational design influences outcomes, emphasizing that organizations are structured to achieve their current results.

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Closing the Performance Gap: Strategies for Supervisors and Employees

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  1. Perspective on thePerformance Gap Jill E. Carter Carter Consulting 801/581-9910

  2. In a Perfect World • What might a perfect “collaborative” environment look like for a supervisor and for an employee?

  3. The Supervisor’s Role • To create competent, confident people who own their performance. • The “slinky” and systems thinking.

  4. Deming and the Performance Gap • Edwards Deming* suggests • 94% of the “Performance Gap” is a function of: • Process • Leadership • 6% is employee-based (individual will/accountability) *Aguayo, Rafael. Dr. Deming, What Every U.S. Business Person Should Know About Successful Management and Bringing Quality Back Home. First Fireside Edition, Carol Publishing Company, New York, New York, 1991.

  5. A Supervisor’s Response • To Poor Performance • First time: Hope the performance will go away • Second time: Get angry because the performance expectations are still not met • Third time: Transfer ownership of the problem to the will/attitude of the employee • What is the Supervisors “frame of mind”? • Anger and Dread? • Problem Solving and Accountability

  6. Transactional Analysis

  7. White Bead/Red Bead Exercise Let’s try it!

  8. White Bead/Red Bead Exercise How did the employees respond during this exercise?

  9. Basic Truth “Organizations are perfectly designed to get exactly what they are getting.” --Vivian Harrington, Student WSU

  10. Narrowing the Performance Gap

  11. Narrowing the Performance Gap

  12. “People do the best they can do or else they would do better.”

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