Discussion Guides
Communicating Effectively Discussion Guide
As a leader, it’s essential to recognize the importance of effective communication and to set the tone for proper communication …
A high-performing workplace is usually the result of adaptable leadership. Leaders who adapt their approach to best meet each employee’s needs can create a workplace characterized by engaged, productive employees, also known as a Performance Readiness® culture.
A Performance Readiness® culture is represented by a dynamic workplace where leaders continually assess each employee’s ability and willingness to perform specific tasks, the two factors representing their Performance Readiness®. By diagnosing Performance Readiness® when assigning tasks, leaders can make informed decisions about which leadership style to use to provide the right amount of support and direction. This means employees can receive what they need to perform tasks effectively, enabling the entire organization to thrive.
In a Performance Readiness® culture, you won’t find leaders using a one-size-fits-all approach. Instead, you will find that their approach is constantly changing, as they adapt and adjust their leadership style to fit their employees’ needs as they evolve. This type of culture emphasizes positive, individualized interactions where each employee feels empowered and supported.
Here are some indicators of a Performance Readiness® culture:
When leaders work to understand what each team member needs to grow and perform specific tasks, it shows that they genuinely care about employee development. This fosters a sense of trust, which is crucial to increasing employee engagement, motivation and productivity.
In a Performance Readiness® culture, ideally, both leaders and employees are constantly assessing Performance Readiness®. This means employees are taking ownership of their own performance and developing a sense of accountability.
Meanwhile, leaders who continually assess Performance Readiness® and provide the tools to succeed empower employees to own their work. These team members can then shift from experiencing a lack of confidence to feeling capable of growing new skills and overcoming challenges.
In a Performance Readiness® culture, employees and leaders have two-way conversations to align on the employee’s Performance Readiness® levels for tasks. This shared understanding helps prevent leaders from assigning tasks to individuals who aren’t ready for them, thus making them feel stressed or frustrated. Evaluating a person’s readiness also keeps leaders from micromanaging employees with the skills, knowledge and experience to perform a delegated task autonomously.
When leaders diagnose Performance Readiness® and adapt their leadership style to the employee’s needs, they can ensure they provide the proper level of direction, guidance and encouragement to aid their performance.
For example, based on a Performance Readiness® assessment, a leader might discover that an employee is confused about how to tackle a particular task. They can then provide hands-on instruction, showing the employee how to complete the task step-by-step to eliminate confusion and equip the person with the knowledge to perform the task well.
Leaders who understand how to provide the right amount of support and direction are key to building the type of positive work environment that can improve worker performance.
A Performance Readiness® culture allows employees to feel safe saying “I’m not ready yet,” or “Here’s what I need,” because they know their leader is constantly monitoring their Performance Readiness® level and willing to adjust their approach to ensure they get the direction and support they need. This fosters a sense of psychological safety, which has the power to not only drive employee satisfaction but engagement, productivity and retention as well.
When employees are given the right amount of support and direction for a task, they are less likely to feel overwhelmed or resentful, which can impact their well-being. According to Deloitte, 40% of employees’ mental well-being is negatively affected by their work, and 60% consider leaving their employers for ones that are more supportive.
With its tailored, human-centered approach, a Performance Readiness® culture creates an environment conducive to employee well-being. Regularly diagnosing and adjusting to Performance Readiness® requires leaders to actively listen and respond to employees’ needs. This can make employees feel seen, valued and supported.
According to Gallup, 42% of employees who voluntarily left their jobs in 2023 said their managers could have done something to prevent them from leaving, like provide more positive interactions and address workload issues. A Performance Readiness® culture helps strengthen retention by encouraging managers to check in with employees consistently and have meaningful conversations that enhance performance while nurturing positive, trusting relationships.
Ready to build a culture of Performance Readiness® within your organization? Here’s how:
The first step is to train your organization’s leaders on how to build a Performance Readiness® culture with the Situational Leadership® Essentials course. This course provides a simple process for diagnosing an employee’s ability and willingness to complete a task and responding with effective leadership. It offers a common language that leaders within the organization can use to ensure alignment with the organization’s goal of building a Performance Readiness® culture.
You can also teach the language of Performance Readiness® to informal leaders or other employees. Our Situational Performance Ownership® course was specifically designed to equip workers with the skills to self-diagnose Performance Readiness® and communicate their performance needs. When both leaders and employees share the same language, they can effectively align on goals that move the company forward.
Performance Readiness® changes constantly as employees experience development and regression, influenced by a range of possible factors like an employee’s well-being, stress levels or resource constraints. After training, leaders will be prepared to assess Performance Readiness® regularly to ensure employees receive adequate support and direction as circumstances change, skills develop and setbacks inevitably take place. They’ll also know strategies for recognizing and reversing regression so they can help their team members get back on track.
Employees desire continual opportunities to develop new skills and grow in their careers. In fact, Gallup found that lack of career growth opportunities is the top reason people gave for leaving a job.
Encourage leaders to regularly discuss employees’ skills gaps and explore opportunities to grow and develop. This will help keep them engaged, satisfied and motivated to stay.
A culture of Performance Readiness® is one where employees feel supported, trusted and on their way to greater career success. From an organization-wide perspective, it creates an environment that promotes maximum performance and productivity. No matter where your organization stands today, now’s the time to develop a culture of Performance Readiness® and see its impact.
The Center for Leadership Studies (CLS) is ready to help you build the foundation of a Performance Readiness® culture with our Situational Leadership® training courses. Contact us today and begin transforming your organization’s culture into one that supports well-being, growth and peak performance.
