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How to Engage a Multigenerational Workforce
Each generation has its praises, complaints and stereotypes about the generations before and after it. When leading a multigenerational workforce, …
Contributors: Chris McLean
Assessing Performance Readiness®, or an employee’s demonstrated ability and willingness, when assigning tasks is the key to ensuring employees feel empowered and equipped to perform at their best. It allows leaders to determine how much direction and support a person needs to perform a task well, so they can lead them effectively.
It’s important to assess Performance Readiness® accurately for the desired outcomes. A misdiagnosis or failure to diagnose it at all can lead to employee frustration, misalignment with performance needs or poor project execution. The Situational Leadership® Essentials course teaches leaders strategies to properly diagnose Performance Readiness® and avoid these consequences. It also shows them how to adapt their leadership style to the individual’s performance needs, empowering teams to excel.
Performance Readiness® reveals an employee’s ability and willingness to perform a specific task. If a person is able, they are currently performing a task at an acceptable and sustainable level. This requires certain skills, knowledge or experience related to a specific task. A person is willing if they demonstrate task-related confidence, motivation and commitment.
Employees have different Performance Readiness® levels for each task, and they require varying levels of support and direction. When an employee shows a high level of ability and willingness for a task, they most likely can complete it autonomously, with support and guidance provided by leaders only as needed.
By contrast, an employee with a low level of ability or willingness needs a more hands-on leadership style. In either case, assessing Performance Readiness® allows leaders to meet employees right where they are, ensuring they have the appropriate amount of guidance, training or support to perform a particular task well.
It’s important for leaders to keep in mind that Performance Readiness® is task-specific, meaning it does not assess a person as a whole or assume that an individual will excel at a certain task because they’re considered a “high performer.” Performance Readiness® changes with each task. Therefore, it’s best to avoid labeling any employee as high-performing or low-performing in general and instead evaluate their readiness for every task independently.
Also, many factors can impact Performance Readiness®. For example, if an employee is experiencing a significant life stressor, their motivation for a task may decrease, impacting their Performance Readiness® level. Or an employee who felt confident using legacy software to perform a certain task might find their ability reset as they learn a new system. In both cases, a leader may need to intervene and offer direction or support to help get the employee back on track.
Properly diagnosing an employee’s Performance Readiness® is crucial for avoiding consequences, like poor project outcomes, while driving performance. Let’s explore both the consequences of an improper diagnosis and the benefits of a proper diagnosis.
A wide range of factors can cause leaders to misdiagnose Performance Readiness®. For example, a leader might not know what indicators to look for when assessing an employee’s willingness to complete a task. They may make decisions based on ability alone, overlooking the signs that show a lack of motivation. Leaders may also prioritize employee availability over ability, especially if they’re stretched thin.
Regardless of the cause, misdiagnosing or failing to diagnose an employee’s Performance Readiness® can lead to various consequences, including:
Underleading, or providing too little direction or support, is a common issue we see with leaders. Giving a task to an employee who is unable to perform it effectively, even if they’re willing, without providing the proper instructions and guidance, can lead to poor outcomes and wasted resources. It can also cause the employee to feel frustrated, stressed and unsupported, potentially pushing them to quit.
Now, let’s imagine that an employee has the ability to complete a task but is unwilling to do it. If a leader assigns the task without providing the right amount of support, it can lead to issues like underperformance, missed deadlines, dissatisfaction and resistance.
Sometimes, leaders misdiagnose an employee’s ability to do a task and consequently overlead, providing unnecessary direction or support. This can lead an able and willing employee to feel micromanaged, untrusted and unhappy at work.
Despite the known consequences of the practice, 42% of employees feel micromanaged, according to the 2023 Work in America Survey. These workers are much more likely to report feeling stressed or tense at work than those who do not feel micromanaged.
The Situational Leadership® framework equips leaders to accurately determine what an employee needs to complete a task at an acceptable and sustainable level and how to provide it.
Properly diagnosing Performance Readiness® has many advantages for employees, leaders and organizations as a whole. These include:
When a leader accurately diagnoses a team member’s Performance Readiness®, they can provide the right amount of support and direction to help employees perform better where they are. As a result, team members are equipped to complete the task effectively in the moment, often growing their confidence and ability in the process.
This puts the employee on a faster track to completing a specific task autonomously, which means they can enjoy working with greater control. Meanwhile, their leader can have more time to focus on strategic projects that move the organization’s goals forward.
Leaders can avoid a “one-size-fits-all” approach by understanding each employee’s unique Performance Readiness® for a task. They determine who needs more direction, guidance and support for a task, and who is ready for greater autonomy. This tailored, focused approach allows leaders to avoid micromanagement and ensure each team member gets exactly what they need to perform a task effectively, leading to greater productivity and better results.
Accurate Performance Readiness® assessments can lead to positive outcomes that boost engagement and morale. For example, when an employee gets the direction, training and tools they need to complete a task successfully, they are less likely to feel frustrated and abandoned and more likely to feel empowered. They are also more likely to feel valued by the organization as a whole. All of the above can boost morale, lead to a more positive culture overall and nurture a stronger sense of commitment to the organization.
Assessing Performance Readiness® when assigning a task is essential to ensuring a successful outcome and promoting employee satisfaction, engagement and retention. It helps leaders better understand where their employees stand, so they can make more informed decisions and direct their teams with clarity and confidence.
The Situational Leadership® Essentials course equips leaders with the tools to diagnose Performance Readiness® accurately and choose the appropriate leadership style, giving their team members exactly what they need to perform.
We also offer a Situational Performance Ownership™ course designed to empower employees to own their own performance and initiate performance conversations, so they can make sure they receive what they need from their leaders to perform at a sustained, acceptable level.
Ready to help your organization’s leaders make more informed decisions when delegating or assigning tasks? Contact us today and take the next step!
