Challenge: What is the cause of poor job task performance?

A Fire Captain approached me recently with this challenge. Seeking help. Advice.

Below I highlight two of the key areas we discussed to drive performance improvement within his department:

1. System Thinking and the 94/6 Rule

Most leaders first seek out people to blame for poor job task performance.

In reality, and based on the research of W. Edwards Deming, 94% of brokenness in a system (in this case poor job task performance) is system related (and thus owned by leadership) while 6% of the challenge is people or person related.

Leadership tends to focus in the wrong area for performance improvement, i.e., too much focus on the individual (believing this “accountability” is the panacea when in fact it may do more harm than good) without fixing the system – when truth is both must take place with system fix the highest priority.

See:

Deming Institute

Quality Digest

Research

A piece I wrote on this subject recently

2. Employee Engagement

Another Key to Performance Improvement (again, improving job task performance in this case) is Employee Engagement.

Employee Engagement = Better Quality

“Follow the advice of In Search of Excellence author Tom Peters, ‘Techniques don’t produce quality products and services, people do. People who care, people who are treated as creatively contributing individuals.’ Engaged employees are functioning on all cylinders, which means they’re less likely to make mistakes and more likely to achieve excellence. In a recent study, highly engaged organizations saw 40% fewer quality defects.”

I have seen so very often an over reliance on tactics (think patient experience tactics – which are important) and yet not nearly enough focus on the people – the humanity – the compassion – the love. And then leaders wonder why the dial is not moving.

In fact, just recently, as I met with a group of healthcare leaders, they shared this very thing. “We do all the tactics, but our numbers (e.g., HCAHCPS, CG-CAHPS, etc.) are not moving and we do not know why.”

FACT: Tactics are easy. Truly developing relationship & trust with our teams and truly caring and loving them raises the bar for all of us and leads to improved performance and safety.

To improve job task performance, leaders must diagnose the system, fix its brokenness AND position individuals (people) to optimally perform with systems and tactics and by caring and loving them.

See:

Round for Outcomes

One of the most important things leaders can do to improve employee engagement is Round for Outcomes.

“Rounding is an intentional, scheduled activity designed to elicit specific actionable input.” A tactic.

NOTE: When done optimally, the leader authentically connects at both a heart and mind level with people.

FACT: When Rounding for Outcomes becomes a “check the box” activity more harm than good occurs. Those rounding must leverage their own emotional intelligence and must engage their hearts and minds in order to connect at both a heart and mind level with those they lead and serve. Doing so turns the dial for the betterment of all. Not doing so leads to harm.

Rounding for Outcomes includes six key questions in order that the leader asks of each employee (team member) in a one on one discussion:

1. An opening question that is designed to instill relationship. That shows leader cares about the team member as a person. (Again, we leaders must actually care about the answer (the person)).

2. “What is working well?” This is designed to keep the discussion in a positive space which research shows allows the brain to tap into creativity.

3. “Who can I recognize on your behalf on a job well done?” This is designed to elicit feedback for recognition of others, so they know that they are appreciated as well.

NOTE: Questions 4 and 5 are asked at this point, because after questions #1 through 3 the team member should be in a positive space mentally and emotionally and thus more creative to answer in productive and impactful way.

4. “Do you have tools and equipment to do your job?” This is designed to request input, identify opportunities to better meet the needs of the team member to better position them for optimal performance (optimal job task performance).

5. “What systems or processes could be working better?” This is designed to again request input from those who are doing the work. Input based on their lens of what is happening and can be better. This may lead to additional training or other system improvement opportunities (refer to 94/6 rule above).

NOTE: Don’t fall into the trap of: “Don’t come to me with an issue unless you have a solution!” This trap leads to:

* Less transparency.

* Greater harm.

* Less improvement.

* Stagnation of an organization.

Remember that our people do not always have the lens in which to solve a challenge.

So yes, request their input and ideas but do so with an open heart and mind and with gratitude. But not with such a draconian approach.

6. Here we ask a question which would highlight whether or not the team is optimally positioned to perform the task correctly. Example: “Tell me how you’re performing X and the impact this is having?”

Other keys

Leaders set and communicate often clear and measurable (SMART) goals always tied to purpose (mission – vision – values)

Team member knows tangibly they are cared for and cared about

Leaders understand they are in their role to both lead and to serve their teams

Team member knows the leaders “what”

Team member understands the “why” – the why something needs to be done and the impact

Team member has optimal training (see Employee Engagement above)

Team member feels competent in his/her role (leader feels confident in the team to do the task)

Team member has access to mentorship

With the 94/6 Rule in mind, an optimal and objective measurement system is in place to measure performance

Leadership is having the right conversation with the right team member at the right time

Hiring in the first place to ensure right person in right role

Team members are recognized for performing the task optimally

Conclusion

These are two keys to better position employees (team members) to perform job tasks optimally — job tasks that keep people safe — be it in healthcare or fire fighting.

Tactics alone will not move the dial — even when hardwired.

Both Heart and Mind is essential to performance improvement.

Systems thinking is essential.

Engage. Engage. Engage.

Love always.