{"id":7076044,"date":"2026-10-04T20:28:14","date_gmt":"2026-10-04T20:28:14","guid":{"rendered":"https:\/\/fivemor.com\/?p=7076044"},"modified":"2026-10-04T20:28:14","modified_gmt":"2026-10-04T20:28:14","slug":"why-your-employees-arent-performing-how-to-finally-diagnose-the-real-reason","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=7076044","title":{"rendered":"Why Your Employees Aren’t Performing\u2014How to Finally Diagnose the Real Reason"},"content":{"rendered":"


\n<\/p>\n

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Every\u00a0leader\u00a0or\u00a0talent management professional\u00a0has been in this position. An employee who looked great on paper is underperforming. A team with strong talent and a supportive manager is stuck. A\u00a0high-performer\u00a0who seemed fully\u00a0engaged\u00a0hands in their resignation. You know something is wrong. What you\u00a0don\u2019t\u00a0always know is\u00a0<\/span>why<\/span><\/i>\u2014or where to start fixing it.<\/span>\u00a0<\/span><\/p>\n

The problem\u00a0isn\u2019t\u00a0a lack of effort.\u00a0It\u2019s\u00a0usually a lack of the right diagnostic framework. Most organizations\u00a0reach for\u00a0the same familiar levers when performance\u00a0suffers:\u00a0retrain the employee, adjust the incentives, improve communication, or\u2014if things are bad enough\u2014make a personnel change. These responses can help. But they can also miss the actual source of the problem entirely, which means the same issues resurface, in the same teams, year after year.<\/span>\u00a0<\/span><\/p>\n

There is a better way to approach this. It starts with a model we call the Performance Framework.<\/span>\u00a0<\/span><\/p>\n

Four Forces. One Complete Picture.<\/span><\/b>\u00a0<\/span><\/h2>\n

The Performance Framework\u2014also known as the May-Must-Can-Want model\u2014is a diagnostic framework built on a deceptively simple premise: functional behavior occurs when four distinct conditions are aligned. When all four are present and working together, performance tends to follow. When even one is missing or misaligned, performance suffers\u2014and the nature of that suffering looks different depending on which dimension is the weak link.<\/span>\u00a0<\/span><\/p>\n

The four dimensions are\u00a0<\/span>May<\/span><\/b>,\u00a0<\/span>Must<\/span><\/b>,\u00a0<\/span>Can<\/span><\/b>, and\u00a0<\/span>Want<\/span><\/b>.<\/span>\u00a0<\/span><\/p>\n

May: Does the environment\u00a0permit\u00a0the behavior?<\/span><\/b>\u00a0<\/span><\/h3>\n

May addresses the informal permission structures and cultural conditions that either empower or restrict positive behavior. It\u00a0operates\u00a0on three levels: the cultural norms employees\u00a0observe\u00a0around them (\u201cthe way we do things here\u201d), the social signals they pick up from leaders and peers, and the personal\u00a0perceptions\u00a0each individual\u00a0brings based on their own experiences and values.<\/span>\u00a0<\/span><\/p>\n

This last layer is easy to overlook. Two employees can sit in the same environment and experience it very differently based on how they interpret what they see. May is not just about what the culture\u00a0actually is\u2014it is about what employees perceive it to be. And\u00a0perception, as every\u00a0leader knows, shapes behavior just as powerfully as reality.<\/span>\u00a0<\/span><\/p>\n

Must: Do employees know\u00a0what\u2019s\u00a0expected of them?<\/span><\/b>\u00a0<\/span><\/h3>\n

Must\u00a0addresses\u00a0the formal expectations of the role and the organization. At its core is the question of clarity: do employees understand what success looks like, how it will be measured, and what standards they are expected to meet? Must\u00a0includes\u00a0organizational strategy and values, role-specific KPIs and job descriptions, and the accountability structures that create meaningful consequence for performance gaps.<\/span>\u00a0<\/span><\/p>\n

Without a well-defined Must, employees cannot perform well\u2014not because they lack the ability or\u00a0the motivation, but because they lack the direction. You cannot hit a target that\u00a0hasn\u2019t\u00a0been clearly defined.<\/span>\u00a0<\/span><\/p>\n

Can: Do they have the capability to deliver?<\/span><\/b>\u00a0<\/span><\/h3>\n

Can addresses\u00a0demonstrated\u00a0competence\u2014the skills, knowledge, and experience a person has actually developed. This is distinct from potential or natural talent. A person may have\u00a0strong\u00a0natural aptitude for\u00a0a competency, but aptitude alone does not produce performance. The Can dimension clarifies where someone currently stands\u00a0relative\u00a0to what the role requires, and it is where investments in training, development, coaching, and mentoring must be targeted.<\/span>\u00a0<\/span><\/p>\n

Can is\u00a0most commonly assessed\u00a0through performance reviews, 360-degree feedback, and cognitive ability tests. The important diagnostic question here is not just \u201cwhat can this person do?\u201d but \u201cwhat does this role require that this person cannot yet do\u2014and is that gap closable?\u201d<\/span>\u00a0<\/span><\/p>\n

Want: Are they intrinsically motivated by the work?<\/span><\/b>\u00a0<\/span><\/h3>\n

Want is the dimension that is most\u00a0frequently\u00a0underestimated\u2014and most costly when ignored. It describes the inborn drives, natural preferences, and motivational orientations that\u00a0determine\u00a0whether a person is genuinely energized by the work they are being asked to do.<\/span>\u00a0<\/span><\/p>\n

When Want is aligned with the role, work feels different. It still requires effort, but the energy spent on it is replenished as it is\u00a0expended. People in strong Want alignment bring discretionary effort not because they are told to, but because the work itself calls it out of them. When Want is misaligned, performance can persist\u2014sometimes for a long time, in the case of highly capable and conscientious people\u2014but at a mounting cost that eventually surfaces as burnout, quiet disengagement, or the kind of present-but-absent performance that is among the most expensive conditions in organizational life.<\/span>\u00a0<\/span><\/p>\n

Why All Four Matter<\/span><\/b>\u00a0<\/span><\/h2>\n

The power of the Performance Compass is not in any single dimension\u2014it is in how all four interact. An employee can be strong on three of them and still be at meaningful risk, depending on which one is missing.<\/span>\u00a0<\/span><\/p>\n

When\u00a0<\/span>Must<\/span><\/b>\u00a0is unclear, performance suffers from lack of direction. When\u00a0<\/span>May<\/span><\/b>\u00a0is misaligned, even strong performers are continually undermined by cultural friction. When\u00a0<\/span>Can<\/span><\/b>\u00a0is underdeveloped, there is a skills gap that training and time can close\u2014assuming the talent is there to close it. When\u00a0<\/span>Want<\/span><\/b>\u00a0is absent, you may have a capable, compliant employee, but\u00a0eventually\u00a0you will have a burned out one.<\/span>\u00a0<\/span><\/p>\n

This is what makes the model so\u00a0practically useful\u00a0for HR leaders.\u00a0Rather than applying a generic solution to a vague performance problem, you can identify precisely which dimension is creating the gap\u2014and design a response that actually addresses the root cause.<\/span>\u00a0<\/span><\/p>\n

Putting It to Work<\/span><\/b>\u00a0<\/span><\/h2>\n

The next time you are trying to understand why an individual or team is not performing at the level you know is possible, run them through the four dimensions. Ask:<\/span>\u00a0<\/span><\/p>\n

    \n
  • May<\/span><\/b>: Is the culture sending mixed or restrictive signals? Are there unspoken rules that make the desired behavior difficult to display?<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
      \n
    • Must<\/span><\/b>: Do they genuinely understand what success looks like and how it will be measured?<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
        \n
      • Can<\/span><\/b>: Do they have the demonstrated skills and experience the role requires\u2014and if not, is the gap developable?<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
          \n
        • Want<\/span><\/b>: Is this work genuinely aligned with how this person is naturally wired to\u00a0operate?<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

          In most cases,\u00a0you will be able to\u00a0identify\u00a0something that a survey score or a performance rating alone never could.\u00a0The\u00a0clarity\u00a0of\u00a0knowing that a gap exists, where it lives,\u00a0and what it will take to close it\u00a0is\u00a0at the core of your talent management efforts.<\/span>\u00a0<\/span><\/p>\n

          Once you know where the gap lives, you can close it with the right tools. For the Want dimension, talent assessments reveal what genuinely motivates\u00a0each individual\u2014their inborn drives, natural preferences, and the kind of work that energizes rather than depletes them. For the Can dimension, cognitive ability assessments clarify the capacity someone brings to a role, while 360-degree feedback and competency assessments show where\u00a0demonstrated\u00a0skills stand today and where development effort needs to go. For the Must dimension, job profiling, role architecture, and well-designed competency models ensure that expectations are grounded in something more precise than assumption\u2014giving\u00a0employees\u00a0a clear and credible picture of what success\u00a0actually looks\u00a0like. And for the May dimension, culture surveys and employee engagement tools surface the informal permission structures and environmental signals that either support or quietly undermine the performance you are trying to build.<\/span>\u00a0<\/span><\/p>\n

          No single tool solves every performance challenge. But when the right diagnostic framework points you to the right dimension, the right tools become far more powerful\u2014and far less likely to be wasted on the wrong problem.<\/span>\u00a0<\/span><\/p>\n

          If you are looking for a partner that can support you across all four dimensions\u2014from talent and cognitive assessments to competency models, job architecture, and engagement measurement\u2014TMA has the tools and\u00a0methodology\u00a0to help. Reach out to learn how the May-Must-Can-Want model can be put to work in your organization.<\/span>\u00a0<\/span><\/p>\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"

          Every\u00a0leader\u00a0or\u00a0talent management professional\u00a0has been in this position. An employee who looked great on paper is underperforming. A team with strong talent and a supportive manager is stuck. A\u00a0high-performer\u00a0who seemed fully\u00a0engaged\u00a0hands in their resignation. You know something is wrong. What you\u00a0don\u2019t\u00a0always know is\u00a0why\u2014or where to start fixing it.\u00a0 The problem\u00a0isn\u2019t\u00a0a lack of effort.\u00a0It\u2019s\u00a0usually a lack of […]<\/p>\n","protected":false},"author":1,"featured_media":7076045,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[97618,233296],"tags":[14512,64066,11416,7385,236560,482,15142,5228],"dealstore":[],"offerexpiration":[],"class_list":["post-7076044","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","category-talent","tag-arent","tag-diagnose","tag-employees","tag-finally","tag-performinghow","tag-real","tag-reason","tag-talent"],"yoast_head":"\nWhy Your Employees Aren't Performing\u2014How to Finally Diagnose the Real Reason - Som2ny Network<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fivemor.com\/?p=7076044\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Why Your Employees Aren't Performing\u2014How to Finally Diagnose the Real Reason - Som2ny Network\" \/>\n<meta property=\"og:description\" content=\"Every\u00a0leader\u00a0or\u00a0talent management professional\u00a0has been in this position. 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