When a team member seems to underperform, many leaders unconsciously assume it is a matter of willpower first. Seeing them move only when ordered and never step forward proactively, leaders often question their sense of responsibility or attitude. However, if you look a bit deeper into what actually happens on the ground, you will realize that in many cases, willpower is not the issue. A team member's underperformance may be a matter of structure and conditions rather than personal traits.
Why Questions, Not Assumptions, Are Needed
When diagnosing a patient, a doctor does not jump to conclusions based on gut feeling. They ask where it hurts, when the discomfort started, and under what circumstances the symptoms worsen. This is because they know that even if symptoms look identical, the root causes can differ. A leader’s perspective on a team member's performance must be the same. The moment a leader judges a team member based on assumptions, problem-solving drifts away, and the relationship only deteriorates. This is why dialogue is needed most when a team member is struggling.
Performance Viewed Through Blumberg and Pringle's C-W-O Model
According to Blumberg and Pringle’s C-W-O model, performance is determined by the product of Capacity, Willingness, and Opportunity. In other words, performance is created when these three elements operate simultaneously. This perspective helps leaders avoid pigeonholing the cause of underperformance into a single direction. Blumberg and Pringle explained performance not merely through individual effort, but through the interaction between the individual and their environment.
Performance = Capacity x Willingness x Opportunity
First, Examine Capacity (Ability)
Capacity refers to the team member's actual ability to complete the work. This includes their work experience, understanding of the job, problem-solving skills, and technical proficiency. Leaders must first consider how many years of experience the team member has, whether this is their first time handling this specific task, and whether they are sufficiently prepared compared to the expected level. If performance is demanded when capacity is insufficient, the team member will inevitably shrink and become defensive. In this case, what the leader needs to provide is not pressure, but clear standards and opportunities for learning.
"Compared to the tasks you’ve done in the past, how difficult does this project (task) feel on a scale of 1 to 10? Specifically, what part feels the most challenging?"
"To produce the results we are currently aiming for, what technical skills (or knowledge) do you feel you lack the most or need to supplement?"
"My expectations for quality might differ from your definition of 'done.' What level of completion do you feel your current draft has reached?"
Second, Examine Willingness (Motivation)
Willingness refers to the mindset and motivation to do the work. However, this should not be oversimplified as a mere matter of personal attitude or diligence. Leaders must look into whether the team member understands why this work is important, feels that it connects to their own growth, or has lost confidence due to repeated failures. Additionally, leaders should consider what the team member's relationships with colleagues or the leader themselves look like, and ask how well the work itself aligns with the individual. Because the reasons for dropped motivation vary, it is necessary to find out the underlying cause and provide tailored leadership support.
"How do you feel this current task connects to your career goals or personal growth? If it's hard to find a connection, what do you think is the reason?"
"While working recently, have there been moments where you felt helpless—thinking 'it won't work out even if I try'—or hesitated out of fear of failure?"
"To be honest, do you feel that the nature or style of your current assignment fits your personality well? If not, which part drains your energy the most?"
Third, Examine Opportunity (Work Environment)
Opportunity refers to the environmental factors that make it difficult to deliver results even when capacity and willingness are present. Leaders must check whether the workload is appropriate, whether necessary resources and information are accessible, and whether the decision-making structure is unnecessarily complex. Issues of opportunity cannot be resolved through individual effort; they fall squarely within the realm of responsibility that leaders and organizations must examine. If a team member keeps getting stuck, the leader must ask whether that bottleneck stems from the structure rather than the individual. Therefore, leaders must also reflect on whether they have adequately provided such an environment.
"Considering the current timeframe and physical workload, is it manageable to work while maintaining quality? Or are you more often rushing to get things done because you are pressed for time?"
"In the process of carrying out your work, are there any unnecessarily complex reporting procedures or delayed decisions where the work grinds to a halt (bottlenecks)?"
"Are the data, tools, budget, or cooperation from other departments essential for delivering results being provided on time? Have you ever felt frustrated due to a lack of access or authority?"
Shifting the Leader’s Perspective on Underperformers
The core of the C-W-O model is that the three elements share a multiplicative relationship. If any single element—Capacity, Willingness, or Opportunity—is lacking, overall performance will inevitably plummet. Therefore, labeling an underperforming team member simply as someone who "doesn't want to work" makes the problem more complex instead of solving it. Rather, the leader's role is to identify which element is currently the most vulnerable for that team membe
When you feel a team member's performance falls short of expectations, I encourage you to refrain from judging right away and try this instead: throw out a single question asking which of the three—capacity, willingness, or opportunity—is acting as the biggest hurdle right now. That question can pinpoint the exact cause and help the team member drive better performance through the leader's targeted support.
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