The RANDOM Framework:
A Simple Guide to Addressing Performance Issues in Business
My strategic partner, Greg Allnutt, from the business consultancy Pivot & Pace in Christchurch, New Zealand, was in town recently. During his visit, he gave a few presentations, and we worked with the leadership teams of several local businesses. One of the topics he focused on was the creation of a high-accountability culture. Greg offered a straightforward framework represented by the mnemonic “RANDOM,” with a deliberate strike through the “N.” I told him that if there was no “N” it ought to be called the RADOM framework, but he quipped that no one would remember that.
Here is the framework:
R: Resources
When encountering a performance issue, the first question is whether the individual has the necessary resources. Are they equipped with the right tools, budget, people and time to perform their tasks effectively? If not, the issue might not be with the employee but instead with the resource allocation.
A: Ability
Next, consider the individual’s ability to perform the role. Have they received adequate training? Do they have the time and capacity to meet the demands of their job? If the answer is no, the focus should shift from blaming the individual to enhancing their skills and capabilities.
D: Directional Information
Clarity is critical when it comes to performance. Are there clear expectations for what good performance looks like? Is there a well-defined job description and standard operating procedures to which the individual can refer? Without these, even the most talented employees can find themselves lost.
O: Opportunity
Before labeling someone a poor performer, assess whether or not they have had a fair chance to prove themselves. For example, when a key team member goes out of town, it often creates an unexpected opportunity for someone else to step in, revealing hidden leadership talents that were not recognized before.
M: Motivation
Lastly, motivation plays a critical role in performance. There are two types to consider: extrinsic and intrinsic. Extrinsic motivation includes rewards and recognition, while intrinsic motivation is about personal fulfillment and purpose. For some people, this is as important or more important than the size of their paycheck. Understanding what drives an individual can be the key to unlocking their best performance.
The “Point”
Allnutt reminds us of the old saying, “When you point a finger at someone else, three fingers point back at you.” Before blaming an employee for poor performance, use the RANDOM framework to ask everything possible has been done to set them up for success.
