Why people don't do what they're supposed to do

We've all worked with someone who, for reasons we can't understand, just doesn't do the things they're supposed to do. The filing piles up on their desks. The documents aren't coded correctly. They're late to meetings or miss deadlines.

Why?

In a great book by Ferdinand Fournies, Coaching for Improved Work Performance, the author lays out 16 great reasons why employees don't do what they're supposed to do. And I have yet to find a situation in which these reasons don't apply.

(The five listed in blue have been PSYCHOLOGICAL GAME CHANGERS in both my management and parenting skills, so keep that in mind.)

1) They don't know why they should do it

If someone's not doing what you expect them to be doing, it can help to give rationale and context. "This is keeping things moving down the line," or "when the documents aren't coded correctly, we can't find them later," or "this will make the team look good." If the best you can come up with is "it's your job," I encourage you to take a more 30,000 foot view of the task.

2) They don't know how to do it.

After a career in learning and development, I know this one is true. So many workarounds, mistakes, or incomplete work are simply due to employees not having the skills they need to do the job. Luckily, this is usually overcome with some basic training.

3) They don't know what they are supposed to do.

Language is so fluid. If I say "draft that email ASAP," you might write a first draft right this minute, and someone else might write a final version in three hours. Who is right? When assigning a task or delegating, make sure you're crystal clear on what's supposed to happen (and so are they).

4) They think your way will not work

This one and the next one often go hand-in-hand. I've been guilty of this, myself. I've been given training scripts that I think will not teach the learners what they came to learn. So I do it a different way, because...

5) They think their way is better

You can think your way is better without thinking the manager's way won't work. And you may be right that your way is better. Your job as the manager is to get them to see that a) your way DOES work, and b) their way is great, but it's not ideal because of what it's missing or because of the implications for others (or for whatever reasons make sense in your situation).

6) They think something else is more important

Prioritizing is a skill that lots of us can stand to develop. Especially when someone is reporting to multiple managers or working on multiple teams, it's hard to keep track of what's on their plate. They may be right in thinking something else is more important -- your job is to have a conversation to better understand what's on fire in their world.

7) There is no positive consequence to them for doing it

If doing a task doesn't have an obvious benefit or reward, it's easy to imagine someone would skip or deprioritize it. I see this a lot in data entry and software systems -- there's a benefit to another team if you input the client's whole address, but it takes a bunch of extra time for you, and there's no (obvious) benefit to doing it. So you skip it. Your job as a manager is to connect the dots and find the motivating positive consequence.

8) They think they are doing it.

I can't tell you how many times I've seen this one in action. An employee is doing what they think they're supposed to be doing, but they're not getting any feedback on how it's being done. Without feedback, they have no idea that their performance is missing the mark. Your job? Feedback. Regularly. Until they start doing it. Close the gap between their perception and reality.

9) They are rewarded for not doing it.

Akin to number 7, this one happens when we work around underperforming employees. I have a client whose second in command isn't holding up her end of the work, so he has to step up and do it. The reward to her? Living on Easy Street. Why do your job when your boss is willing to do it instead??

10) They are punished for doing what they are supposed to do

Yet another flip side to the consequences issue. Think back to the data entry -- those employees who are taking the time to put in the data feel like they're being punished because their peers are not entering the data and getting away with it. Or they're doing the task, but the feedback you give them on their performance is so critical and harsh that it feels like punishment. Reevaluate that task they're not performing with this lens to see if there are negative consequences for performance.

11) They anticipate a negative consequence for doing it

Similar to 10, above, just the thought of a punishment or negative consequence for completing the task can be enough to avoid doing it. (The negative consequence, by the way, could be the hard work it takes to complete a task you don't know how to do - see Number 2, above.)

12) There is no negative consequence to them for poor performance

Accountability, accountability, accountability. When we let poor performance (or non-performance) slide, there's nothing to keep the employee on track. When performance slips, managers need to address it and keep addressing it until it improves. (This is important not just for this performer, but for everyone on the team who's watching - and trust me, they are.)

13) Obstacles beyond their control

If finance isn't supplying the necessary data, it's hard to run the analysis. If the employee is wheelchair bound, they can't access supplies in the upper cabinets. If they don't have access to a necessary system, they're locked out of email, or there are other technical boundaries, they can't do their jobs. Your role is to make sure they have all the necessary access and to manage all requests for access or resources as quickly as possible.

14) Their personal limits prevent them from performing

Sometimes this is a motivation issue. Sometimes it's language. Sometimes it's childcare. Whatever is holding the employee back, do your best to investigate the issue, find plausible solutions, and work to improve and upskill whatever needs help.

15) Personal problems

It's hard to focus on work when things in your personal life are in turmoil. Your job is to hold them (gently) accountable for getting things done while they're getting through their crisis.

16) They don't want to do it

My sister used to say that 15% of any job sucks, and I agree. This reason encompasses the tasks that fall into that 15%, whether it's booking travel, contacting rude clients, holding others accountable, or making copies. Your job as a manager is to help them see the context and big picture (Number 1), and remind them that it's not optional. Work with them to find something motivating, if you can. (For example, I worked at a convention center that had over 400 fire extinguishers that needed to be checked every quarter. I suggested to the manager that he hide an undisclosed number of lottery tickets on random extinguishers. It turned the task from a day-long drudge to an Easter-like extravaganza. For $3.)

If you're dealing with an employee who isn't doing what you expect them to do, pick which reasons you think are holding the employee back. Have a conversation with them about what you're observing, and work together to find the way forward.

And then hold them accountable.