Cultivating Performance Blog

Latest Blog Posts

Knowledge and Tools – The Case for Skill Development

Analyzing Performance Problems: A Fresh Take on Skill vs. Will in Today’s Workplace

As organizations face an increasingly complex set of challenges—technology disruptions, hybrid workforces, and evolving employee expectations—the need for clear, actionable tools to diagnose performance problems has never been greater. One such tool, the Analyzing Performance Problems flow chart by Robert Mager and Peter Pipe, remains relevant but often underutilized in today's fast-paced environments. By exploring a fresh perspective on the classic "skill vs. will" framework, we can reintroduce this valuable tool in a way that resonates with modern managers and leaders.

The Power of the "Skill vs. Will" Evaluation

At its core, Mager & Pipe’s model helps managers answer a crucial question: Why isn't this person performing as expected? The tool categorizes performance issues into two primary buckets—skill (can they do it?) and will (will they do it?). This dichotomy provides a structured way to analyze whether a performance gap is due to a lack of knowledge or ability, or if it's more about motivation and engagement.

But in today’s workplaces, the “skill vs. will” concept may require more nuance to reflect changes in how we work and what motivates individuals. Let’s break it down:

Bringing the Flow Chart into Modern Leadership Practices

While the flow chart’s simple design offers clarity, modern leaders can enhance it with additional layers of analysis. Consider the following:

A Call to Action: Embrace the Flow Chart with a Modern Twist

For organizations looking to navigate today’s performance challenges, Mager & Pipe’s Analyzing Performance Problems chart remains a powerful tool. By updating its application—recognizing the evolving nature of skills in a technology-driven world and expanding the concept of "will" to reflect deeper motivational drivers—leaders can diagnose performance problems with greater accuracy and empathy.

Managers should approach performance issues not just as hurdles to productivity, but as opportunities to support employee growth, increase engagement, and align personal and organizational goals. By doing so, they not only improve outcomes but also foster a culture of learning, adaptability, and purpose.

The Power of Listening in Servant Leadership: Cultivating Growth

In the garden of leadership, one of the most critical elements for growth is often overlooked—listening. Just as plants need careful attention to thrive, so too do our teams. As leaders, it's easy to get caught up in directing and decision-making, but real servant leadership is about creating an environment where individuals can grow and flourish. And that begins with the simple act of listening.


Listening is the water that nurtures the seeds of trust and understanding. It’s the sunlight that encourages creativity to sprout, and it’s the rich soil in which collaboration takes root. When we truly listen, we aren’t just hearing words—we are attuning ourselves to the needs, concerns, and ideas of our people. This attentiveness cultivates an atmosphere of psychological safety where individuals feel valued and empowered to contribute.


But listening doesn’t happen by accident. Like any well-tended garden, it requires intention, patience, and time. It’s about putting aside our own agendas long enough to deeply hear the thoughts and feelings of others. It’s about asking the right questions, digging a little deeper, and encouraging growth through understanding.


And the results? A thriving workplace culture where engagement blossoms, innovation blooms, and relationships deepen. In servant leadership, listening is not a passive act; it’s an active investment in the people we lead, and it’s through this investment that teams and organizations truly grow.


At Todd Conkright Consulting, we believe that leadership is about cultivating the best in others. If you're ready to plant the seeds of servant leadership and help your organization grow, check out Cultivating Leadership, where we guide you through leadership principles that will help your teams flourish.


Because when we listen, we lead—and where we lead, growth follows.

Knowledge and Tools – The Case for Skill Development

We had a plumbing emergency recently – a blocked sewage line between our house in the street. We needed emergency service, so called one of the few plumbing companies that does weekend service. Unfortunately they were not able to unblock things so sent out their trenching division the next day. They gave an estimate starting at nearly ten thousand dollars to dig up part of our front yard to replace a section of pipe where they suspected the blockage was occurring. I naturally wanted to get a second opinion or two, and had a plumber out the next day who was able to get the blockage cleared and water flowing smoothly in about an hour for $250!

 

There’s a lesson here for leaders and organizations. We use the tools and knowledge we possess, which often limits us. The first plumber had a “snake” with an ineffective tip and was just a bit short of the distance needed to reach the problem. The second plumber had a more effective head that was able to cut through the blockage and reach past the spot to get things flowing again. When the first company’s tools were ineffective, they were ready to go to drastic and expensive measures to “fix” the problem

 

Kouzes and Posner talk about Challenging the Process and Enabling Others to Act. These two aspects of leadership empower individuals to look for better ways and develop their skills to address challenges and pursue opportunities in new and more effective ways.

 

A few years ago I lead an Operational Excellence Review of a global financial services company. The team found a lot of inefficiencies and redundancies, but one of the most significant issues was that people often lacked the right tools to do the job well. We can’t improve efficiency without equipping people with tools and knowledge and providing a culture that allows them to explore better ways of doing their jobs.

 

That’s why I’m so passionate about the work I do, helping clients identify the gaps in both knowledge and processes/tools and working with them to bring peak performance by addressing both of these factors. Knowledge acquisition without solid processes and the best tools possible will result in digging up the yard and replacing pipes when a better tool could do the job quickly and for a lot less money. It’s important to invest in training and tools to achieve what’s possible.

Embracing the Role of a Performance Cultivator 

In today's ever-evolving world, organizations must adapt, grow, and thrive. As a "Performance Cultivator," I've come to realize the importance of integrating concepts from talent development, change management, human performance improvement, and process improvement to drive success. 🌟

🌱 Talent Development: Cultivating performance begins with nurturing talent. It's about identifying strengths, encouraging growth, and providing the right resources for our team members to blossom. When we invest in their development, we're investing in the future of our organization.

🔄 Change Management: Change is inevitable. As a Performance Cultivator, I've learned that it's not just about managing change; it's about embracing it. I help my team adapt to new challenges and opportunities by creating a culture that thrives on change, not fears it.

📊 Human Performance Improvement: Human performance is at the core of success. By understanding individual and collective performance metrics, we can make data-driven decisions to enhance productivity and overall effectiveness. It's about setting the stage for continuous improvement.

🔧 Process Improvement: Efficiency is key. A Performance Cultivator constantly seeks ways to optimize processes. From streamlining workflows to eliminating bottlenecks, we create an environment where everyone can perform at their best.

By bringing these concepts together, I aim to foster a culture of continuous learning and adaptation, where each team member feels empowered to reach their full potential. 🌏💪

Let's connect and share insights on how we can all become Performance Cultivators in our respective fields. Together, we can drive growth, innovation, and success. 🌱🚀 #PerformanceCultivator #TalentDevelopment #ChangeManagement #HumanPerformance #ProcessImprovement #SuccessInBusiness

Operational Excellence 

In any organization there are gaps between what is expected and what goes on around us. Missed opportunities, inefficiencies, inconsistent processes; all prevent your organization from anticipated or potential success. One of the challenges that prevents companies from minding these gaps is the time and expertise needed to identify the issues and develop sustainable solutions.

 

Operating Effectiveness Review (OER), the project has three main areas of focus:

 

•   Process Review (what are people doing and how are they doing it?)

•   Organization Design (reporting relationships, job titles, and capacity)

•   Technology (available tools and functionality, as well as how these are leveraged)

 

I interviewed dozens of managers and executives, conducted job shadowing of those in routine roles, and analyzed available data to get a complete picture of the global HR operation. I traveled to locations across the globe to understand the similarities and differences of HR operations locally and abroad, and in the end put together a list of close to one hundred recommendations. As a Six Sigma Black Belt and Certified Performance Technologist, I am able to identify patterns and opportunities that internal resources often miss.

 

Some recommendations were small tweaks to a process, others required an investment in new technology, still others suggested an adjustment to the organization chart to improve efficiency and, ultimately, create a smaller but more effective team.

 

Although this project focused specifically on human resources operations, I have conducted similar effectiveness reviews for manufacturing operations, quality assurance, and other functional teams. I have industry expertise in retail, manufacturing, food processing, contact center, and higher education. Depending on the size and scope of the project, the effort can take a few weeks to several months, and I can put together a team of experts to assist me. The resulting action plan will help close the gaps that prevent your organization or business unit(s) from reaching ultimate potential.

The Two Major Impacts of Leader Development Training

Leadership development training and coaching can have a significant impact on the bottom line of small and mid-size businesses. Studies have shown that companies with strong leadership development programs have, on average, a 14.4% higher return on assets and a 29.6% higher return on invested capital. Furthermore, businesses with effective leadership development programs have higher employee engagement levels. According to a Gallup study, organizations with highly engaged employees have 3.9 times the earnings per share compared to their competitors.

In addition to financial benefits, leadership development training and coaching can also lead to improved communication and collaboration among employees, increased innovation and productivity, and better decision-making. By investing in leadership development for their employees, small and mid-size businesses can gain a competitive advantage and set themselves up for long-term success.

One of the most effective ways to invest in leadership development is through coaching. A coach can provide individualized support and guidance to leaders, helping them to identify and overcome their specific challenges. In fact, a study by MetrixGlobal LLC found that coaching led to a 582% return on investment, with an average of $7.90 in benefits for every dollar spent.

In conclusion, leadership development training and coaching can have a significant impact on the bottom line and employee engagement of small and mid-size businesses. By investing in their leaders, businesses can gain a competitive advantage and set themselves up for long-term success.

Take a look at what we offer at Todd Conkright Consulting.

Never Leave an Interview Without Asking Good Questions!

As an interviewee, it's important to not only impress the interviewer with your qualifications and experience, but also to determine if the job and company are a good fit for you. It also sends a message to the interviewer(s) that you are curious, intentional, and want to make sure this is a place you can see yourself working. 

Here are some questions to consider asking during your interview:

Although they may have answered a lot of these questions in some way, it's good to dig deeper to get some examples. Make sure the questions your asking relate to the job you've applied for. Questions about culture, the team you'll be working on, and challenges the company faces are a good place to start. And be careful with number 10 - there is a lot of sensitivity around this question on both sides of the interview table, and it might raise flags if it hasn't been expressly shared that the role is can be hybrid, remote, or flexible. 


Good luck!

Self-Solving Dynamics: No More Superhero Managers

Dependence-Based Management

My office in the lower level of the department store was the first one in the executive office suite and I kept my door open most of the time because I had no windows. And as the head of HR, I was the one everyone came to with all kinds of issues, from advice on how to deal with an underperforming employee, to where to access keys to the storeroom. At the time, I was one of the most proficient with the new computers that were slowly taking traction, so I was also the Help Desk and printer-unjammer. I admit, there was a part of me that enjoyed being so important! They say knowledge is power, and as the one who interacted with virtually everyone and every aspect of the store, I knew a lot!

        But I was finding myself working long hours to get all of my work done due to the constant interruptions. I’d shut my door for a while to have a few minutes of focus, but it wasn’t long before I heard a knock on my door, or sometimes a full-fledged barge-in, and I’d find myself shifting gears to help the person in front of me.

        Often I would try to schedule time with the interrupter so that I could finish the task at hand, but that wasn’t always an easy solution, especially in a multi-shift, 7-days-a week retail environment. Something had to be done or I was always going to find myself behind on my work and resentful for the interruptions.

        I began to switch my approach from giving the answer immediately and spending time explaining the details to asking questions to make the other person think through the options and the best course of action, or to discover their own solution. When employees came to me to complain about each other, I pushed the resolution back on them rather than solving things for them. I had to let go of that feeling of being “in charge” and pack up my superman cape (or at least hide it under my suit jacket!) and allow folks to think things through on their own.

        At first it’s very difficult to resist the temptation to be the hero with a fix, or at least a scapegoat for those who don’t want the accountability of making a decision. I had to get used to making it their problem, not mine. And they had to get used to coming up with their own solutions.

 

Empowerment & Accountability

There is a need for empowerment and accountability in the way we lead staff. These are not new concepts, yet are often weakly applied by well-meaning or, sometimes, controlling managers who step in to direct the behaviors of their employees. Empowerment – putting the power to handle situations on another – means I have to release that power so that the other person can pick it up.

        Accountability shifts the responsibility for outcomes to the right person(s). If a manager holds themselves accountable for solving interpersonal issues on the team, or directing day-to-day activities (a la micromanaging), then employees will never hold themselves accountable. So it requires that I, as a manager, change my mindset to place accountability with the individuals involved, whether the issue is communication, task performance, or tactical decision-making.

        We know, logically, that empowerment and accountability make sense, but between our need to control, a mistrust of our staff, and a mindset that says, “it’s easier to do it myself,” we build dependence that is both time-consuming and debilitating to our direct reports.

 

Self-Solving Dynamics

The idea behind self-solving dynamics is to shift responsibility to the people impacted by the outcomes. Instead of the boss fixing problems from operational setbacks to interpersonal challenges, self-solving dynamics places the burden of a solution on the shoulders of those who identified the problem (or opportunity) in the first place.

        Self-solving dynamics takes a commitment by management to resist the temptation to be a fixer and instead be an enabler. I don’t mean enabling in the negative sense of allowing codependent behaviors, but in the opposite sense of allowing independent behaviors that lead to self-efficacy. If we want a workplace in which individuals at all levels are cognitively engaged, applying their whole being to not only attain organizational objectives, but achieve personal fulfillment as well, we have got to let go and trust that people will figure it out.

        Students of leadership will remember the Theory X and Theory Y models presented by Douglas McGregor. Theory X managers see followers as disliking work, avoiding responsibility, and need constant supervision. Theory Y managers, on the other hand, view followers as individuals who seek and accept responsibility and want to solve work problems imaginatively.

        It requires a Theory Y leadership mindset to allow self-solving dynamics to flourish. But with a workforce that has been victimized by poor leadership and mistrust, it takes intentional commitment to training, coach, and developing followers to gain confidence and skill. It also requires managers to reflect on their management style and asking for feedback from colleagues and direct reports.

 

Self-Solving Dynamics Defined

Self-Solving Dynamics is the practice of shifting responsibility for solving problems in from the manager to those impacted.

 

Moving Toward Self-Solving Dynamics

To make the shift to self-solving dynamics requires a realization that followers have been conditioned to ask the boss to solve problems, especially interpersonal or inter-team problems, and that bosses, for a variety of reasons, have obliged. To make the shift…

·      Be aware of your tendency to solve problems for others, and the motivations behind those tendencies (power, self-importance, expediency).

·      Practice asking questions when people come to you for solutions, rather than jumping in immediately.

·      Be comfortable with mistakes; allow followers to learn by doing (just like you probably did!).

·      Be available for consultation, but leave the burden with the one(s) with a problem. Allow them to own the solution. Coach, but don’t solve for them!

·      Ask them to prepare a “lessons learned” summary, which will help them hone their self-solving skills and allow you to celebrate and coach more specifically.

 

So the next time an employee knocks on your door and wants you to solve a problem for them, tuck your superhero cape back inside your shirt and use the principles of self-solving dynamics to make them a superhero that can soar on their own!

5 Steps to Shaping Your Company’s Culture

The simplest definition of culture is “the way we do things around here.” A more complete definition is

 

Organizational culture is the combination of values, behaviors, and attitudes that influence how decisions are made, customers are treated, and communication happens between colleagues in the workplace.

 

Culture is unique to an organization. No two cultures are exactly the same because the individuals who make up an organization are not completely alike. Yes, there are themes of culture that can be identified, and some organizations may want to shape their culture based on a company they admire. (The reverse is also true: we don’t want to be like Company X, so we’re going to do the opposite of what they do.”

 

Most of us live our day-to-day work lives without giving conscious thought to culture, but it’s there nonetheless. It happens every time someone is hired; each time a sales call is made, and whenever managers sit down to make a decision about how to prioritize work.

 

The fact is, because we don’t consider culture and reflect on how to shape it in the form we want it to be, our company culture’s often are inconsistent and contradictory. When we fail to drive the culture, the culture drives us, and sometimes it drives us off a cliff!

 

Creating a mission statement and identifying guiding principles & vales is a “no brainer” for new businesses, and may be evaluated from time to time as the business grows and evolves. Culture needs to be just as much a part of the business planning as the vision statement is.

 

Getting Started in Culture Shaping

 

These 5 steps will help you begin to define and shape your company culture:

 

1.     Uncover the story. Stories are powerful in identifying organizational culture. Begin by sharing stories about how you got started – what are some of the most energizing tales of the company as a start-up? What are the “legends” of the company? Who are the heroes of the organization? As stories are told, identify themes that tie to your company’s mission and values. Focus stories on what went well; when the company or an employee were at their best.

2.     Define your culture expectations. The old saying goes, “if you don’t know where you’re going, any path will get you there.” It’s important to know where you’re going so that you’ll get where you want to go! Start by creating a cultural mission statement, including things like interpersonal values, levels of formality or informality, means and protocols of communication, and what you want to be known for from the perspectives of customers, employees, and the community.

3.     Hire for culture fit. A crucial, and often-missed, aspect of culture shaping is employee selection. Hiring people that fit within your cultural expectations ensures your culture will not be tarnished by individuals who don’t hold the same views, or whose personalities don’t mesh well with your desired culture. Check out the hiring checklist in my book, A Small Business Guide to Peak Performance Through People for more on hiring people who fit.

4.     Make people accountable for living the culture. When someone in the organization acts counter-culturally, don’t miss the opportunity to coach and hold them accountable. Managers must be well-versed in addressing cultural issues and in providing feedback that keeps people on track. When appropriate, use the issue as a teachable moment for the whole team – always respecting the individual, but make it clear what you want to see more of.

5.     Rinse and Repeat. Culture is not a “once and done” endeavor. It’s important to regularly assess organizational culture and make adjustments to re-communicate expectations. Make culture a topic of discussion at least monthly, and consider and annual or bi-annual formal assessment. A culture survey can be done in-house, but it might be more valuable to bring in a consultant with expertise to not only conduct the survey objectively, but to provide a detailed summary of what’s working well and where you should put your focus.

 

Shaping your company’s culture is critical to long-term success. A thriving culture creates a workplace of engaged employees who know why they’re on board, are committed to the company’s success, and are aware of the boundaries they are expected to work within. Culture is “seen” by clients. In a competitive marketplace, culture sets your organization apart from the competition, positively differentiating you when products and services may look alike. Shaping culture means “the way we do things around here” fits with the organization’s mission and values in a way that leads to profitability and retention of both employees and customers.


Replacement Behavior to Address Problem Conduct in the Workplace

I observed a presentation recently of a teacher education instructor sharing a process for handling problem classroom behavior in preschoolers. Instead of focusing on consequences, the idea is to understand the “function” of the behavior, the motivation (Avoiding or Gaining) behind the behavior, and finding a Replacement Behavior to get the tot back on track. I immediately thought of the workplace application of this model to more effectively handle problem (or undesired) behavior from colleagues, employees, and maybe even clients. While we expect toddlers to outgrow the “terrible twos” as they learn better ways of handling their emotions, adjust to how they fit into the world, and find appropriate methods for getting their needs met, I’ve spent a great deal of my time as a human resources professional handling all kinds of challenging behavior in the workplace that mirrors what a preschool teacher may experience! I like this simple tool to help replace problem behavior with an effective solution.

 

Here's a visual of the model:

 

Setting

The Setting is the situation, environment, or location where the problem behavior occurs. It could be in an office, a warehouse, conference room, or at the water cooler. While the answer could be “everywhere,” identifying the specific circumstances helps to isolate the scenario so we can better diagnose what’s happening.

 

Antecedents

What was happening just before the undesired behavior occurred? Did someone say something? Was there a heated discussion? Did you make a request or give direction?

 

Problem Behavior

Next, describe the problem behavior. Did the person throw something across the room? Have a melt-down? Become withdrawn and uncommunicative (silent treatment)? Or otherwise caused tension, directly or indirectly through their behavior?

 

Consequences

Consequences are the outcomes or results of the problem behavior. Maybe it’s a lost sale, absenteeism, a loss of productivity, wasted time, or if an ongoing pattern of behavior, turnover or a hit to morale and engagement. Sometimes consequences are punishment, such as progressive discipline (up to, and including, termination).

 

Function

The function refers to the Why – the motivation – behind the problem behavior. Is the person trying to avoid something, so they cause a distraction every time the issue comes up, or are they trying to gain something, so they push for an outcome without going through the proper channels. The answer could be both, of course. For example, I may want to avoid getting assigned to a particular project or shift, so that I can gain or maintain some autonomy or flexibility.

 

Replacement Behavior  

So now we get to the heart of the model: Replacement Behavior. Our goal is to replace the undesirable behavior with something more effective and beneficial to the workplace. If I understand a bit about the Function – what is motivating someone to act the way the do – then I can work with them to problem-solve for a mutually beneficial outcome. For instance, if I have a software developer who avoids me to get out of having to troubleshoot recurring glitches in a program, I may uncover that the Function is that she doesn’t feel confident in her ability to pinpoint the issue and create a fix. The Replacement Behavior may be that I ask her what resource(s) she may need (a more experienced programmer to help temporarily, a consultant, a skills training course) and let her know I will support her as she gains confidence.

 

The instructor I observed advises that any Replacement Behavior be given at least a week to see if it solves the issue. If not, then work together to tweak or identify something else. The important thing is to resist being directive, encourage creative solutions, and provide encouragement and feedback as new habits and behaviors are formed.

 

I’ve taught the Crucial Conversations model (Patterson & Grenny) for many years, and I can see many parallels between the Replacement Behavior model and Crucial Conversations steps. Both models provide a way to proactively and effectively address undesired behaviors and move toward a better outcome for all parties. The biggest difference that I see is the Crucial Conversations model’s focus on having the person demonstrating the problem behavior to come up with solutions on their own. This is key to gaining buy-in and ownership. Both models emphasize the experimental nature of solutions, and assume the first solution may need to be changed or adjusted before it is most beneficial. But I like the simplicity of the Replacement Behavior model and think it can be a really useful tool for managers. Do you agree?


Three Important Post-Covid Strategies for a Healthy Future

I've been talking with executives about life after Covid. All of them have expressed that their teams are tired  - at all levels of the organization. One CEO has had the best year ever - seeing gains above any in the firm’s history. Others are just trying to keep things together in hopes that things will turn around as soon as they can move beyond survival mode and begin looking to the future. Tired teams can't give their best - they can't run on fumes for long without a refill. So how do organizational leaders energize and support folks so that they can re-engage and go with strength into the future?  

First, celebrate. Stop and take a moment to recognize the teamwork, individual sacrifices, and heroic accomplishments that you’ve experienced together. It goes a long way to let employees know that you've seen what they have been through in the past year, and to join them in what they've experienced. Consider both sincere and humorous awards. Things may still be uncertain and evolving each day, but there’s no sense in waiting to celebrate that you’ve come this far.

Second, acknowledge and accept where your people are at. This should be happening during routine check-ins, but it might be valuable to get feedback through a cross-section focus group with the intension of addressing the realities of post-pandemic stress. Zoom (or Teams, Meets, whatever online video tool your organization is using) fatigue is real. We are not used to sustained face-to-face communication, which is why you're probably seeing more folks turn off their cameras. They're tired of being watched, and probably tired of watching. Some team members faced their own sickness and possibly the illness and loss of family and friends. They’ve had to figure out how to educate kids while keeping up with work, experienced isolation and cabin fever. While some have thrived through working from home, it’s been an exhausting season for most of us in one way or another. It’s not wise to just keep going into the post-Covid future without pausing to look back, take a deep, collective, breath, before moving on.

 

Finally, start making a plan, but hold it loosely. It’s important to communicate with your employees where you’re headed, to alleviate some of the uncertainty and renew a sense of focus. But it’s important to leave some wiggle room so that you can respond to any surprises or opportunities that arise. Let employees know that based on today’s information, here’s the direction, but we’ll continue to monitor and adjust as new information becomes available. “Normal” is wet cement. The good news is employees have, in many respects, become accustomed to shifting (or, in pandemic vernacular, “pivoting”). The more you can tell them, and the more transparent you are, the better. You’ll gain trust as you keep them in the loop, even if you have to change plans.


These simple strategies will make your transition to post-pandemic life as an organization healthier and more productive. Acknowledge and lean into the humanness of your team, provide opportunities for people to share, commiserate, and plan together. Find something for them to get excited about as an organization. We’ve all heard that hope is not a strategy, but hope is necessary if our strategy is to come to fruition. Inspire hope throughout your organization by celebrating being on this side of the pandemic, acknowledging where your people are at emotionally and physically, and planning for a collective future.

It's Still True - Employees are Key to (Economic) Recovery

I published the following article on my previous web site back in 2010, as the economy was struggling to recover from the 2008/9 recession. While the circumstances are different, the fact remains that...

Employees Are Key to Economic Recovery

(December 2010)

Note to 2021 readers...replace "recession" and "economic crisis" with "pandemic."

Few companies have come through the past 2-3 years unscathed by the recession. Leaders should consider the impact the recession has had on those who have survived in your organization. How are your employees doing at riding the wave of the economic crisis?

Most companies cut training and development when times get hard.  At the same time, incentives and motivational processes take a hit, leading to a discouraging scenario for employees.  If layoffs or deferred hiring also are used to cut expenses during a downturn, the surviving employees are asked to do more with less. The cumulative effect is a disengaged workforce that puts in minimal effort, feeling that the organization doesn’t do anything to earn their commitment.

Not all of this is fair, of course, since employers have to do something to ride out the storm. It’s important for business leaders to understand the value of learning during challenging economic times. The old adage, “You have to spend money to make money” comes into play here.  According to a 2009 study by The American Society for Training and Development (ASTD) and i4cp (Organizational Learning in Tough Economic Times), 38% of companies plan to place more emphasis on learning during the economic crisis. The remaining 60% are either maintaining pre-recession levels or cutting back, some drastically.

The reality is that there’s never been a better time to focus on talent development within your organization.  It is your employees that will pull your company through and help your regain traction as the economy begins to recover.  Managers and business owners must become astute at managing performance, growing talent, and leveraging strengths to maximize human capital.

Because people are the cornerstone of any business – the foundation upon which the organization either stands strong or falters, the wisest thing for companies to do is become experts in managing human performance.  A strong human capital strategy includes an assessment of desired verses actual performance, analysis of strengths & competencies, selection practices to ensure the right people are in the right job, and a commitment to developing people that doesn’t waver despite market and economic fluctuations.

The good news is that human performance management doesn’t have to be expensive! And the return on investment pays off quickly. The key is having a plan and sticking with it. Once processes are in place they can be maintained through feast or famine.  Keep in mind the toll that the economic crisis has on your employees and consider budget-conscious solutions that will keep them engaged. Your employees want to succeed, but need to know they can trust management to support them.

As businesses make difficult decisions about how to pull through the current economic downturn, they must think beyond the knee-jerk reaction to slash costs to the bone. In ASTD’s Economic Survival Guide, the message is “Survival of the learning function in a down economy is all about leveraging existing best practices, eliminating redundancies, and creating programs or situations where employees can learn from each other.” You may want to invest in the services of an organization development consultant to initiate your human performance analysis, which will ensure you’re focusing on the most valuable efforts that lead to sustainable performance and position your company for success as the economy bounces back.