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Summary

I I have written “task interference”, “working environment” and
I “feedback” in brackets because Mager’s research over many years
I and in many companies and cultures suggests that poor
I performance results from these rather than lack of training or
I ability with a factor of around nine to one.

mini case study

The big “G’s”

In General Motors for many years every employee has, in theory at least, enjoyed the
benefits of a Bill of Rights.

Every employee has the right:
n To know what is expected of them.
n To work in an environment free of unnecessary distractions and task

interference.
n To receive timely and effective training.
n To be supported in using what they have learned by their supervision and

colleagues.
n To know how well they are doing.
n To receive appropriate monetary, career and psychological awards for their

performance.
In General Electric under Jack Welch all employees enjoyed the same rights with this
addition:

n To be challenged at every appraisal interview to demonstrate how they
intended to achieve more in the next period using less resource.

Jack Welch aimed this addition specifically and personally at every member of his top
team at a comprehensive and regular performance debriefing session. Nobody in the
organization, Welch included, was ever allowed to demand of others what they were
not able to do themselves. By asking the right questions you can establish whether
people lack motivation or capability or whether, God forbid, you are the prime source
of others’ failure to perform.

Do not be seduced into asking employees simplistically, “do I interfere with your
ability to do your job?” Few will have the guts to tell you that you make a mess of
ensuring that they know what is expected of them, constantly change priorities and
fail to give feedback on performance accurately or in good time to enable them to do
something about it.

The best use of the best people 37