Why “We need training” usually means something else (and how to fix it)

We frequently encounter requests that sound straightforward but mask deeper performance issues:

• "We need training on [topic]" - Often comes from managers who see a performance gap but haven't analyzed the root cause of why their team is struggling with that particular area.
• "Our team isn't performing well" - Usually surfaces when metrics are missing targets, but the requestor hasn't identified whether it's a skill issue, process problem, or something else entirely.
• "Can you create a course for [topic]" - Typically emerges when a new system or process is implemented, with an assumption that training alone will drive adoption and proper use.
• "The team needs to be better at [skill]" - Commonly appears when leadership observes unwanted outcomes but hasn't connected them to specific performance gaps or system issues.

The reality is that performance challenges rarely stem from a simple lack of training. They exist within complex systems of interconnected factors that all influence how well people do their jobs.

What is a performance system?

A performance system encompasses all elements that impact how effectively people can do their work. Here's a practical breakdown:

• Think of it like a garden where multiple factors determine plant growth:
  • The performer (plant) might show signs of poor performance
  • Training (fertilizer) might help, but only if that's really what's missing
  • Environmental factors (soil quality, water access, sunlight exposure) often have more impact
  • Tools and resources (proper gardening equipment) can make or break success
  • Expectations (choosing plants suitable for your climate) must be realistic

Let's dive deep into each of these components.

What it includes:

• Clear performance standards: Detailed descriptions of what good performance looks like, including specific metrics, quality indicators, and time expectations for different tasks and responsibilities.
• Well-communicated priorities: Explicit guidance on which tasks take precedence when time constraints arise, including how to handle competing deadlines and conflicting requests.
• Success metrics: Specific, measurable indicators that tell people whether they're meeting expectations, including both quantitative metrics (like numbers and timelines) and qualitative measures (like quality standards and customer satisfaction).
• Role boundaries: Clear delineation of where one person's responsibilities end and another's begin, including specific handoff points and shared accountability areas.

Real-world example

Situation: A sales team is struggling with new product launches

• Initial request: "We need to train the team on the new product features!"
• Deeper investigation reveals:
  • No clear standards exist for what "good" product launch support looks like
  • Sales team unclear on whether to prioritize new products or existing customer base
  • No specific metrics defined for successful launch performance
  • Confusion about who handles which parts of the launch process

Key questions to investigate

• Do people have explicit, written standards for what good performance looks like in each key area of their role?
  • Ask to see documentation of standards
  • Check if standards are measurable and specific
  • Verify if standards are consistently communicated
• How do people know which tasks to prioritize when multiple demands compete for their time?
  • Look for documented priority guidelines
  • Check if managers give consistent direction
  • Verify if teams have tools for priority decision-making
• What specific indicators tell people they're succeeding in their role?
  • Review performance metrics and how they're tracked
  • Check if metrics align with stated priorities
  • Verify if feedback mechanisms exist
• How realistic are current expectations given other demands on people's time?
  • Map out all responsibilities and time requirements
  • Check for conflicts between different expectations
  • Verify if total workload is achievable

Common pitfalls in expectations and clarity

• Assuming documentation alone creates clarity: Having written standards isn't enough - people need examples, context, and regular reinforcement.
• Conflicting messages: Different leaders often communicate different priorities, leaving teams confused about what really matters.
• Moving targets: Frequently changing expectations without clear communication about why changes are happening and how to meet new standards.
• Implicit expectations: Leaders often think expectations are clear because they're obvious to them, but they haven't been explicitly communicated to the team.

What it includes:

• Essential work tools and systems: All physical and digital tools required to perform the job effectively, including hardware, software, equipment, and workspace setup. This isn't just about having tools, but having the right ones that work reliably and efficiently. For example, a customer service team needs not just any ticketing system, but one that allows them to resolve issues quickly without excessive clicks or system delays.
• Knowledge infrastructure and information access: The complete system for finding, using, and sharing critical information needed to perform the job. This includes documentation, knowledge bases, and reference materials, but more importantly, ensures people can find what they need quickly when they need it, rather than spending hours searching or relying on tribal knowledge.
• Time and capacity resources: The realistic allocation of human resources needed to handle the workload without burning people out. This means having enough people with the right skills to handle normal volume plus room for unexpected spikes, training, development, and process improvement activities.

Real-world example

Situation: Customer service team's resolution times are increasing

• Initial request: "The team needs refresher training on handling tickets!"
• Deeper investigation reveals:
  • The ticketing system requires agents to navigate through 15+ screens for basic resolutions, with frequent system timeouts that lose their work and force them to start over
  • Critical solution documents are scattered across three different systems with broken search functions, forcing agents to keep personal notes or repeatedly ask colleagues for help
  • The team is handling 40% more tickets than last year with the same headcount, leading to rushed responses and no time for proper documentation or process improvement
  • Temporary workarounds have become permanent solutions, with agents creating elaborate spreadsheets and manual tracking systems to compensate for tool limitations

Key questions to investigate