Chapter 2 - Performance Consulting: The Mental Model and Logic Flashcards
Why is having a mental model important in performance consulting?
A mental model provides the logic to interpret situations, ask the right questions, and avoid jumping to premature solutions. It ensures your work is systematic, evidence-based, and aligned to business results.
What are the two key components of the performance consulting mental model?
The Need Hierarchy (business, performance, organizational capability, and individual capability needs)
SHOULD-IS-CAUSE logic (analyzing gaps between desired outcomes, current state, and root causes)
What is the highest-order need in the Need Hierarchy, and why does it matter?
Business needs are the highest priority; all other needs (performance, organizational capability, individual capability) must align to achieving them. Ignoring business needs risks making your work irrelevant.
How can studying “star performers” improve performance consulting assessments?
By comparing star performers’ behaviors to typical employees, you can identify critical performance gaps and best practices needed to achieve business goals.
Why should I distinguish between organizational capability needs and individual capability needs?
Because problems may stem from systemic issues (like poor processes or technology) rather than employee skills, and addressing the wrong level wastes time and resources.
What is the purpose of a Gaps Map in performance consulting?
To systematically identify and organize information about:
What SHOULD happen (goals),
What IS happening (current reality),
The CAUSES behind any gaps,
so you can design the right solutions based on real needs.
In the Gaps Map, what distinction must you make about internal organizational factors?
Separate factors within the client’s control (easy to change, “low-hanging fruit”) from factors outside their control (requiring influence over others or more complex negotiations).
How can the Gaps Map prevent me from falling into “solution jumping”?
By forcing you to gather detailed data on business goals, actual performance, and root causes first, ensuring solutions directly target real problems rather than surface symptoms.
Why is it crucial to unbundle employee groups when analyzing performance gaps?
Because different roles (even within the same department) may have different behaviors, challenges, and causes behind their performance, requiring tailored solutions.
What is a “reframing discussion” and why is it powerful?
It’s a conversation that shifts client focus from jumping to solutions to exploring the real business results they want and what’s needed to achieve them, establishing you as a strategic partner.
When assessing causes, what three categories should I investigate?
External factors (outside the organization)
Internal factors within client’s control (easy changes)
Internal factors outside client’s control (requiring influence or negotiation)
What lesson does the maintenance mechanic example teach about performance consulting?
Initial client requests often miss key causes; careful assessment can reveal that different, more effective solutions are needed to truly close business and performance gaps.
How does using the Gaps Map strengthen client trust and partnership?
It shows you are thorough, strategic, and focused on real business outcomes — not just delivering requested training or programs — which builds credibility and long-term influence.
