Why District and Club Officers Don’t Do What They Are Supposed To Do!
In his book, “Why Employees Don’t Do What They’re Supposed To Do”, Ferdinand F. Fournies very clearly sets out the hidden reasons for non-performance.
Applying these same principles to Club and District Officers, do we find them relevant? Well, decide for yourself!
Reason #1
They don’t know why they should do it.
Toastmasters International places great emphasis on the four critical success factors because the whole future of the organization rests on this. Do your District Officers know and appreciate this salient point? Let all officers know the benefit to the organization when these critical success factors are achieved and, of course, the benefits to themselves in terms of personal satisfaction, prestige, and in the case of a distinguished district, international recognition.
Do Club Officers appreciate that a club that isn’t actively recruiting new members is eventually going to fold? Do they appreciate that, if their members aren’t completing CTMs and ATMs, then the club will sooner or later become a social event only?
Reason #2
They don’t know how to do it.
The second most common reason people don’t do what they are supposed to do is that “they don’t know how to do it.”
The answer to this problem in our organization is self-evident.
- Train everyone in their position responsibilities/
- Use the best trainers to do this.
- Use the training material produced by Toastmasters International, suitably configured for local situations.
Reason #3
They don’t know what they are supposed to do.
This is the most common reason given as to why people don’t do what they are supposed to do.
Variations of this problem, according to Fournies, are:
- They know they are supposed to do something but they don’t know when they are to do it
- They know they are supposed to do something and know when they are supposed to begin but they don’t know when they are supposed to finish.
- They know what to do, when to begin it, when to finish it but they don’t know what “finished” is supposed to look like.
A suggested solution:
- Give all officers an accurate job description describing the things you want them to do, the standard you want them to meet, and the timetable involved.
- The job description should be developed in discussions with the subordinate. Then ask them to describe the things they must do on the job. The key word is “do”.
- Use the work planning approach. Define the steps required to accomplish the project goal; then define when each step should begin and end and how the ending of each step will be recognized if it is achieved.
Reason #4
They think your way won’t work.
It is your job as the leader to convince them why your way will work! However, if there is some merit in doing it their own way and it would cause major conflict for you to insist on your way, then a wise leader would try to work out a compromise solution.
Reason #5
They think their way is better.
This is closely related to #4.
Reason #6
They think something else is more important.
Fournies says that you will know you have this problem when you are given one of these reasons for non-performance:
- I haven’t had time to get to it yet.
- I didn’t know you were in a big rush for it.
- I had a few other things to take care of.
- That will be the next thing on my list.
- I can do only one thing at a time.
These answers may sound like excuses but the person merely thought something else was of higher priority.
This usually happens because:
- The leader does not assign priorities to tasks.
- The leader labels all tasks #1 priority.
- The leader changes the priority without informing the member.
So, to get things done:
- Assign priorities
- Refrain from assigning everything as top priority
- Keep people informed of any changes
The other ten reasons are as follows:
Reason #7There is no positive consequence to them for doing it.
Reason #8They think they are doing it.
Reason #9They are rewarded for not doing it.
Reason #10They are punished for doing what they are supposed to do.
Reason #11They anticipate a negative consequence for doing it.
Reason #12There is no negative consequence to them for poor performance.
Reason #13There are obstacles beyond their control.
Reason #14Their personal limits prevent them from performing.
Reason #15Personal problems.
Reason #16No one could do it!!
Provided by Pat Johnson DTM, Region 1, Candidate International Director, August 2004