As a leader, there are times when I realize that I’m not getting the results I need from some of my people or teams, or the outcomes aren’t coming in the way I anticipated. I might feel uncertain about whether an individual is actually doing what they need to do. It’s a frustrating situation because I know something isn’t 100% right, but it’s hard to pinpoint exactly why. To help diagnose this, I’ve provided a model that lets me quickly assess the situation and get clarity on where things might be going wrong.

The first question I need to ask is: Do I have the right person for the job? This can be a difficult decision, especially if the person has tenure, seniority, experience, or a great track record. But even if they’ve been successful in other roles, they may not be the right person for this particular task. It’s hard to face that, not because they’re a bad person, but because they might simply not be the best fit for this specific responsibility.

The second question is: Are they doing the right work? Even if you have the right person, they might be working on something that’s obsolete or ineffective. Perhaps they’re spending time on a process that’s not really helping or is outdated, and they may be “banging their head against the wall” trying to get it to work. It’s important to ask whether the work they’re doing is the right work or if it’s time to redirect their efforts.

The third question to ask is: Are they getting the right results? Sometimes, you might be getting results, but they’re not what you expected or anticipated. Perhaps a competitor is achieving better outcomes, or it seems like the person or team is working hard but still not getting the desired results. This calls for reflection on whether the efforts are aligned with the right goals and whether the results meet expectations.

As a leader, I need to evaluate whether I have the right person, doing the right work, and getting the right results. If the answer is not “yes” to all three, I need to focus on where the biggest issue lies and take action there. This is crucial because it helps avoid solving the problem with the wrong solution. For instance, if the work being done is deficient, it’s not necessarily the person who is at fault.

The beauty of this model is that it helps me focus on the right areas—whether it’s the person, the work, or the results—so I can take the appropriate action and ultimately achieve the outcomes I’m aiming for.