April 18, 2024
April 18, 2024

When it comes to performance analysis (armchair critic style), there are three different stages of competency. The first, and probably the most frequently witnessed, is the ability to elaborate on what is going wrong.

Although slightly more difficult, the next is still fairly common. It involves being able to outline what is going wrong and then why it is going wrong.

Then we get to stage three, which is a little less common. This is more often than not because those doing the performance analysis do not have the skill or experience to identify the last part of stage three.
Stage three is where you can see what went wrong and why it went wrong, but now you also have to identify what needs to be done to prevent it from happening again.

Where do you spend most of your time and energy as a leader?

Do you simply point out what has gone wrong?

Or do you sit at the midpoint and indicate what went wrong and why? But then you leave it to others to work out how to fix it?

Or hopefully you are the real deal.

You point out where things are breaking down, why they are falling over, and most of all, you can clarify what needs to be done to remedy the situation, both now and forever.

You see, my point here is that most can point out what went wrong. A lesser number can point out why it went wrong, and finally, the fewest people can understand what went wrong, why it went wrong, and what needs to be done to rectify the problem.

But this is where leadership starts rather than finishes. Just being able to point out what, why and how is the beginning of the role.

In this context, a true leader has a desire and ability to provide support and guidance on how to move forward.

It doesn’t take much to outline expectations. As I said earlier, there needs to be more skill in pointing out the obvious. “Well, that’s no good; I expect a better result than that!”

Some will respond to that type of approach, but many will not. Depending on the project’s magnitude and what is at risk, many will look for more than the obvious.

They don’t simply want expectations. They want direction and guidance. But most of all, they want support.

However, to successfully set expectations and be able to provide practical support you need to have:


In the end, it is a balancing act between expectation and support. Get it wrong, and there are dire consequences in many different ways.

When support is high and expectations are realistic, people will work hard and take pride in their productivity and performance.

But when the level of expectation outweighs the degree of support?

Lack of motivation
Lack of self-belief
Lack of commitment

And usually, lack of results.

Get that balance right between expectation and support, and as you do, watch as…

The Journey Continues!

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