I’ve talked about the eight factors of poor performance before. At least I believe I have. It’s essentially looking at the eight factors (skills/knowledge, capacity, attitude, motivation, conditions, standard, feedback, measurement) and realizing that training only captures the first two and the rest are simply things we must influence to help people improve. *whew – that was a quick overview of something fairly complex*.
What’s challenging is being able to wield that influence. Yes, it’s a utopian view of learning to say “we need to influence that”; no one debates that it isn’t quite that easy. The greater question is “how will we influence that?”.
As a new member of a fairly new team, I’ve been noodling on this question quite a bit. It seems to me, as I reflect on training I’ve given and received about influence, that relationship and emotional intelligence is key. But what does that MEAN?
As a learning partner, it means that I have to have a relationship with the business in order to exert influence. It means people have to want my opinion. I have to add value. I can communicate those things and suggest solutions all I want, but until someone looks at what I’ve done and sees value in it, it’s just words in the air. I have to start small, build some meaningful learning experiences, and show their value. Eventually, that turns into a seat at the table and more people willing to listen to my advice and consultation about the other 6 factors as I’m working on my 2.