Recently in a conversation with someone, they pointed me to Quint Studer and a model for understanding how to have different conversations with “high, middle, and low” performers in organizations. Studer is perhaps best known for his work in hospital and health care settings.

I have to admit two things that came up for me in reading this article. First, I have a difficult time labeling someone a “low” performer. Interestingly, I don’t have any difficulty naming someone a “high” performer. I think this comes from wanting to see the best in people and wanting to understand larger system dynamics that might be impacting individuals and their ability or interest in performing at higher levels. Second, I found this article helpful, particularly in how to talk with those that are performing at a lower level.

Studer suggests that:

“In Low-performer conversations do not start the meeting out on a positive note. Use the DESK approach:

• Describe what has been observed.
• Evaluate how you feel.
• Show what needs to be done.
• Ensure that employees know the consequences of the continued poor performance.

Because low performers are so skilled at excuses, guilt, and indignation, these conversations can be difficult for managers. Be calm, objective, and clear about consequences if performance does not improve by a date you specify. Then follow through and take action.”

Not to be missed in this article is how to support those who are middle and high performers. Sometimes high performers do not get much support, or it’s an after thought, precisely because they are doing so well. Studer writes:

“In high-performer conversations re-recruit your best performers by giving specific positive feedback about what they do well, their accomplishments, and examples of positive attitude. Share information about where the organization is going, and ask if there is anything you can do for them to make their job better.”

Read the full article by clicking on one of the links above or here.