Demystifying performance: a roadmap

T+D, May, 2003 by Dennis L. Gay, Thomas J. LaBonte

Here's a straightforward step-by-step approach on how to make the necessary transition from trainer to performance consultant. It will boost your career and improve your organization's bottom line.

Part 1 in a two-part series on human performance improvement and performance consulting

Human performance improvement theorists, researchers, authors, lecturers, and external consultants present a compelling vision of the benefits of performance consulting to potential HPI practitioners. Unfortunately, the part about "how to get started" is often shrouded in mystery and confusion. The mystery is further compounded by the illusion that the journey to performance is arduous and consumes many years, and only a few achieve the pinnacle of success.

Not true.

All it rakes is a willingness to break out of the self-imposed silos, boundaries, and constraints of conventional training approaches and the know-how to partner with line managers in a new approach to achieving individual and organizational results. We think we've devised a roadmap for making that transition and the transition from trainer in the role of helping hands to that of true business partner. Taking this new approach can change the way you're viewed in the organization and, without question, open doors for your career that have traditionally been difficult to achieve for trainers. As a performance consultant, you learn to quantify your initiatives in data-driven terms that will bring you credibility with the leadership team and bring measurable results to your organization's bottom line.

Susan's call, your opportunity

Your grande latte sits on your desk and you're ready to start the day. After booting your computer, you check your day timer to go over that day's schedule. It starts with a team meeting with your development staff to review the new-hire course you've been developing for months. The pilot is scheduled for next week, and you have substantial work to do to get it ready. Your day is blocked solid with meetings.

The phone rings; it's the sales executive for the southeast. "I'd like to meet with you this morning, right away if possible," she says. Gathering your notepad and sales file, you march up to the executive offices to investigate this urgent request.

Susan McAfee is a successful executive who has moved through the organization at a blistering rate. Assertive, razor sharp, and well connected, Susan has a record for moving quickly and getting what she wants.

"We have a problem with the new loan processing system. Our associates aren't using it, and my loan volume this quarter is a disaster. Clearly, the training for that system didn't work. Please develop a refresher course for my team and ensure that they know how to use it. If we don't get our people to utilize the system effectively, we're going to miss our loan sales plan. I'm not going to let that happen. When can you have something ready for me?"

The training was solid in your opinion; you developed it and rolled it out. You suspect that the problem with the loan system has little to do with training (or lack of) and a lot to do with the system's speed, data accuracy, and ease of use.

But you're in the hot seat, so you have a couple of ways to go with Susan. Let's reflect on the traditional training response--the reactive response. It goes something like this:

Susan, what timeframe for this training are you expecting? How many associates would participate, and do you want your managers to go through it with their associates? 'What resources are available to develop the program? What will success look like to you?

That response is what most executives are used to and, quite frankly, expect. But is there another way to respond to Susan? Absolutely! We call it the proactive approach. It might sound something like this: "Susan, thanks for bringing this performance problem to my attention. What behaviors and performance gaps are you seeing that lead you to believe we have a training problem? Do we have data from associates that confirm the problem is related to the training?

"Susan, what kind of lift in performance do you recall from similar training interventions to impact a performance problem? Would you be interested in looking at a different approach to get your loan volumes where they need to be? Can I get on your calendar in the next couple of days to discuss a performance approach to results?"

As you leave the meeting, your thoughts turn to your next meeting with Susan. "What am I going to do to get ready?"

Partnering with Susan

It all starts with partnering. The ultimate success of the new performance consultant depends on the willingness of internal clients, such as Susan, to work collaboratively with you in assessing workplace and learning barriers to performance and in designing, implementing, and evaluating solutions that change the workplace to achieve expected results. Susan's willingness to take the risk of using a performance- or results-based approach and to work closely with you as her performance consultant will correlate with the degree and quality of the business relationship. A partnership, to be successful, requires a mutually beneficial focus on expectations, trust, results, and opportunities for improving performance.