Hi, Leigh:)

You are creating high expectations for quality blog posts here on Lead Change Group.

I agree with your observation that organizations are often too slow to react to problematic performance.   I would guess we all have "horror stories" about working with someone who just needed to be somewhere, anywhere else, but those with the power to act, do not ... or if they do, act inappropriately, which does not resolve the issue.

The Logical Levels model is one I am somewhat familiar with from my coaching.  My training is the use of this model was more focused on helping an individual think through their issues, planning, and goal-setting in a more comprehensive way.  For example, as you pointed out, environmental changes do not address all the intangible issues which affect behavior.  Sometimes a person just thinks they need to change jobs and all will be well.

One of my favorite sayings applies here, I think:  "No matter where you go, there you are." (attributed to Confucious, made popular by Buckaroo Banzai, also the basis of an entire book "Wherever You Go, There You Are" by Jon Kabat-Zinn).  Using logical levels is a useful tool to help the person focus and become mindful, identify what they are not thinking of, and a real help in comprehensive planning for success.

Your application to managing people demonstrates the usefulness of this tool.

You also mentioned two other things I want to comment on:

1) "Who's responsibility is it to seek outside help?"

I think the employee should always take the primary role in seeking to improve their performance.  You can make a strong case that an employee who is not motivated to continually improve is a less valuable employee, regardless of their technical skills.  Of course, I would hope that any organization that is serious about supporting employee change will include coaches as both internal and external resources for all levels of employees, not just executives.

Your comment about not investing months or years also caught my attention.  I think what too often happens is that clear and specific milestones for improvement are not incorporated into the employee's plan for improvement.  Organizations where people prefer to avoid confrontation and firm management may be reluctant to put a meter on an individuals performance, especially if that employee represents a significant investment for them.

A clear time table with clear markers to be met does wonders here:)

Thanks for a very meaty post - like I said earlier, you are gaining a reputation here:)

John