The 3 Reasons People Don't Do What You Want Them To Do

Some find it hard to believe but it's true.

There are really only three potential 
reasons people don't do what you want them to do. 

Getting to the root cause of a performance issue is really not all that difficult when you think about it from this perspective.  The real trick is determining which of the three reasons it is and then implementing an appropriate solution.  But really, three potential reasons, that's it - this is doable right?


Let's take a look at the three reasons and then I'll go into a bit more detail on each of them.

1.  They don't know how.

2.  They aren't capable.

3.  They don't want to.

Our natural tendency is to assume number 3 is the reason our employees are not doing what we need them to but stick with me here and read the explanation for numbers one and two.  Quite honestly, the first one is often the culprit.


1.  They Don't Know How
This could mean nobody has taken the time to show them so they truly don't know how to perform the task correctly or it could mean they don't know how YOU want it done (i.e. you haven't clearly communicated your expectations).  Before you can jump to the conclusion that someone just doesn't want to do what you have requested, you must first rule out this possibility.

If they simply don't know the proper procedure or process or need to learn a skill or software program, that's an easy fix - send them to a class or assign a more experienced person to show them.


Let me be clear - this possibility could be the reason why you have quality issues and it could also be the reason you have employees spending too much time on the internet at work.  


Without getting too psychological on you, all people come to the work environment with their own ideas, experiences, perceptions, and expectations.  For example, you'll likely notice generation Y much more interested in social media than your baby boomers.  And generation Y will likely not see any problem with texting and checking their facebook status throughout the day.  They've done that their entire life so that's what they know.

Unfortunately, many leaders believe others come into the workplace with the same expectations, ideas, and work ethic that they have.  This, my friend, is a big mistake.

Most people cannot read your mind (I'm sure there are a few telepathic people out there although I've yet to run into them in the workplace, which is probably a good thing).


If your employees are not doing what you want, your first step should be to clearly articulate your expectations.  


I can't tell you the number of leaders that have said to me "Shouldn't they just know that?  Do I have to tell them everything?"


Of course, you don't have to tell them EVERYTHING but you do have to clearly articulate your expectations.  If they come in five minutes late every day and have been doing it for two years without anyone saying anything to them, they likely believe it's not an issue.  If it's an issue, you need to tell them.  Again, they can't read your mind.


So, before moving on to the second potential reason, you'll first need to rule this reason out.  Depending on the performance issue, you can rule this out by observation (skill deficiency) and by conversation (i.e. clearly articulating your expectations).  The topic of "clearly articulating your expectations" deserves it's own post but a cliff notes version would include the need to be very precise and specific directly with the person who has the issue.  Having a staff meeting and announcing to everyone in the room that they need to come to work on time is not precise and specific directly with the person.  Quite honestly, the person you want to hear that message is probably not listening at that point or thinks it doesn't apply.  This means bringing Jane or Joe into your office and saying "Hey, I notice you come in 5-10 minutes late at least four times a week.  I need you to be here at (insert time) from now on.  Is there anything preventing you from doing that?"  I guarantee your problem will either be solved or you'll have grounds to start the formal discipline process.


2.  They Aren't Capable


Again, too often leaders jump to this conclusion when more often than not, this is NOT the reason people aren't doing what you need them to do.  It's actually pretty rare to find this to be the cause although it does happen.  I hate to paint a very visual image but it's the best way I know how to rule this one out.  Another way to say it is "If you put a gun to their head and asked them to do it, could they?"


I'll use a personal example here.  There are lots of things I know how to do but just don't for whatever reason.  Eat right, Exercise consistently, get enough sleep . . . .  this are all things I know how to do.  It isn't that I'm not capable.  I could have a PhD in all of those topics if one were offered.  However, if you put a gun to my head today and said "Be a world class ballerina," I couldn't do it.  No matter how hard I tried, I'm not built (nor will I ever be) to be a ballerina.  Some other examples here might include mechanical aptitude, mathematical ability, or even painting or singing.  Some people may be able to learn some of these skills to a certain proficiency but not at the level that you would need in the workplace if they don't already have the aptitude.


If this truly is the reason they aren't performing, it would be best to move them to another role if you have that option.


3.  They Don't Want To
Ahhh, finally, we get to the one reason most people jump to right away.  Remember, before you get to this option you should have ruled out option one and option two.

This option would include outright defiance (even though it might be masked by a professional attitude and a smile) motivation (or lack thereof), frustration, passive-aggressive behavior, and just plain not liking their job.  There is so much information to cover here that I'm sorry you'll have to look for other posts on the topic.  If this is the reason the person is not performing and you want to modify the performance behavior, you'll need to dig beyond the obvious.  Let me explain.

Have you ever heard yourself saying "they just aren't very motivated."  My question is always "why?" People are unmotivated for lots of reasons and sometimes all you have to to do is change a process or your communication a bit to completely turn around behavior.  Here is an easy example.


Example
You have a salesman responsible for getting a report to you each Friday afternoon.  Let's say his name is Charles.  He is perpetually late with this task and it frustrates you because you need his report to complete your report to your boss.  It's a constant battle.  If you don't figure out the why behind this it will always be a constant battle.  Worse yet, it could end up that a very good salesman gets fed up and leaves because he is tired of your nagging about the stupid report.  If you ask "why?' you may find that this salesman is paid based on his sales.  You may also find that Friday is his busiest day of the week.  Charles happens to get a charge out of selling more and beating his own records.  If you know all this it should become crystal clear as to why he isn't getting the report done.  It's not that Charles is not motivated or defiant, or just trying to make your life more difficult.  On the contrary, Charles is highly motivated . . . . to sell and that is, after all why you have him in this role.  


Now that you understand what is going on, you have some options to work with - is there an administrative assistant that could help (i.e. process change)? Could you change the due date of the report to Monday which happens to be his slowest day?  Or can you you change your compensation structure in some way so Charles doesn't feel like he is missing the busiest day of the week?


As you can see by this example the why can make all the difference in performance.  This may apply to absenteeism, spending too much time on social media, and any other performance issue you may be having in your organization.  

Don't get me wrong, this doesn't mean every employee can or should be "saved."  But it also doesn't mean you get away with throwing in the towel so easy.  There are times is it absolutely necessary to address performance.  And there are times when employees have quit and forgotten to tell you so you have to assist them to their next adventure.  Too often however, leaders are quick to judge and punish without even trying to find out how to motivate and inspire their employees to excellence.

I'd love to hear your comment on this topic.  What has been your experience in this area?