Fixing Performance Problems; Bud Bilanich Tells it Like it Is

Fixing Performance Problems, by Bud Bilanich (AKA “The Common Sense Guy”), is one of those books that every leader should have, whether they think they have performance problems to fix or not.

Subtitled “Common Sense Ideas that Work,” that’s just what the book offers. And we all know how uncommon "common sense" really is. As others have noted, it’s refreshing that someone with multiple degrees, including a doctorate from Harvard, can sidestep the usual consultant-speak and get right to the heart of the matter.

In addition to being packed with relevant quotes (there are some real gems there, including General Pershing’s “A competent leader can get efficient service from poor troops, while on the contrary an incapable leader can demoralize the best of troops” or the Chinese Proverb, "If you are patient on one moment of anger, you can avoid a hundred days of sorrow"), the book offers plain answers to eleven key problems, with a handy summary chapter at the end.

The eleven problems are:

1. People don't know what they are supposed to do.
2. People don't know why they should do what they are supposed to do.
3. People don't know how to do what they are supposed to do.
4. People think the prescribed methods will not, or do not work or believe that their way is better.
5. People think that other things are more important.
6. People think they are performing in an acceptable manner.
7. Non-performance is rewarded.
8. Good performance feels like punishment.
9. There are obstacles to performing that the individual cannot control.
10. There are no positive consequences for good performance.
11. There are no negative consequences for poor performance.

Most of all, I like the fact that the book focuses on the things leaders need to do differently, and doesn’t jump to conclusions that performance problems are the fault of the employee. In fact, in many cases it’s not, and issuing negative consequences for poor performance is only suggested as a last resort (#11 in the list). Even in that case, Mr. Bilanich suggests that a gentle nudge will often do the trick.

Rather than a book on “correcting bad employees,” it’s the ultimate handbook on motivation, positive reinforcement, goal setting, communication, and all the things we need to do to proactively avoid poor performance. I highly recommend it to leaders at all levels.