Performance, to a large extent, is driven by behaviours. As I outlined in an earlier post, there is a difference between those who are willing and those who are able. Ability is what I am capable of doing. Willingness is based on my motivation, satisfaction and my engagement. Once, I have the ability, if I am not performing, it is usually down to my willingness. And my willingness drives my behaviours. This could manifest itself as my willingness to engage, my attitude to my colleagues or clients or, simply, my time and attendance.
For there to be a change in behaviours, there must be consequences – and these must outweigh the desire to continue the behaviour. For many managers, there is a desire to bury their head in the sand rather than tackle the issue at the earliest possible opportunity. By challenging the behaviour, the consequence does not have to be dramatic or final. By ignoring the behaviour until it becomes a problem, the consequence must be severe in order to lead to a change.