Why good people fail in bad systems
During the first couple of years of operating my business, this wasn’t even a thought that crossed my mind. I was in survival mode, trying to keep my head above water. I had good employees (and some bad eggs) come and go, and my mind wasn’t focused on why. Once I put some operational systems in place, it freed up time to look more closely at my staffing needs, and the issues that came with them. Were the “problem” employees actually the problem? Or was it my lack of clear expectations and leadership? I found that it was a combination of both.
Most people you hire come in with at least some knowledge of the job they were hired to do. But without proper guidance, your results will vary….and more often than not, you’ll find yourself constantly correcting issues that could have been prevented. From an Organizational Behavior Management (OBM) perspective, performance problems are rarely just “people problems.” Behavior is shaped by the environment. When expectations are vague, feedback is inconsistent, or reinforcement is missing, even capable employees will struggle to perform well.
Clear structure and guidance give employees the conditions they need to succeed. In behavior analysis, this is often described through the lens of antecedents and consequences: people perform best when they know exactly what is expected (clear antecedents) and when appropriate behavior is acknowledged or rewarded (effective consequences). Without those two pieces, performance becomes a guessing game.
Though industries typically operate similarly and produce comparable products, every owner has a vision for how things should be done and how the final product should turn out. If your employees aren’t meeting your standards, it’s often because those standards haven’t been made explicit. What are your expectations for your employees? How have you communicated this to them? How do you reinforce the behaviors you want to see repeated?
Over the years, I’ve failed some good employees because of my lack of systems. However, after much trial and error over ten years in business, and a master’s degree that focused on OBM, I can answer these questions with confidence. Clarity, paired with checks and balances and meaningful reinforcement, makes all the difference. Research in OBM consistently shows that performance improves when goals are specific, feedback is frequent, and progress is measured against clear criteria rather than subjective impressions.
A good place to start is by looking at the roles you currently manage or hire for. Review the job description and expectations. Is this information documented? Does the employee know it exists and have easy access to it? Are the expectations observable and measurable, or are they based on vague ideas like “good attitude” or “strong work ethic”? Clear role parameters are essential for success.
What are your current pain points with staffing? What systems do you have in place to help your team succeed?