Performance Framework Part 4: Conditions
Setting the Stage for Performance
"Clarity, capability, and conditions unlock the door. Commitment kicks it open.”
— Performance Framework
Every manager faces this dilemma: performance is lagging, goals are at risk, and employees just aren’t getting things done. You’re sure you’ve been clear on expectations—and your team is highly skilled. So what’s going on?
This is the fourth installment in our five-part series on the Performance Framework. In the opening article, we outlined the four critical elements essential for effective employee performance:
Clarity – Have we clearly outlined what we expect?
Capability – Is the team member competent to perform the work?
Conditions – Does the team member have what they need to complete the work?
Commitment – Is the team member willing to do the work?
When all four are present, strong performance follows.
Having examined Clarity and Capability in detail, we now turn to Conditions.
Why Conditions Matter
When an employee knows what’s expected and has the skills to do the work, a lack of the right conditions can crater morale and drag down productivity—especially when output is a key performance metric.
Too often, when expectations are clear and employees are competent, managers default to questioning engagement or motivation, overlooking the hidden roadblocks that inhibit performance.
Imagine an employee in a performance review about low productivity, all while relying on an IT system that’s down more often than it’s up. They might be thinking, “Wouldn’t you get more bang for your buck by fixing the system instead of blaming me?”
Conditions — An Invitation to Perform
If Clarity answers “What needs to be done, and why?” and Capability answers “Can I do it, and do it well?”, then Conditions addresses the third critical question: “Do I have what I need to get it done?”
A well-designed work environment—with functioning tools, modern tech, and clear authority—fuels performance. When these elements are present, employees can focus fully on their work.
When they’re missing, the impact is immediate and costly. Frequent breakdowns, missing resources, or unclear authority slow productivity, frustrate employees, erode customer service, and in industrial settings, can even increase the risk of accidents.
Three Dimensions of Great Conditions
1. Environment:
Workspace, Tools, Systems
Tools & Equipment – Are they reliable, up-to-date, and fit for purpose?
Work Environment – Is the workspace safe, ergonomic, and supportive?
Systems & Processes – Are workflows practical, not bogged down by red tape or outdated tech?
Case in Point: Electronic Repair Centre
When I became Supervisor for a large electronics repair shop, the first thing I noticed was how technicians were crammed together with almost no natural light. Staff voiced frustration over the cramped space daily. Instead of citing morale alone, I made a formal business case: expanding by 1,000 square feet would allow us to take on lucrative outside work, covering the costs. We invested in new benches and prioritized window access. Productivity jumped immediately, and it became easier to justify new hires.
Takeaway: Don’t underestimate the basics—space, light, and ergonomics are productivity multipliers. If your environment frustrates your people, performance will suffer no matter how skilled they are.
2. Resources:
Time, Staffing, Support
Resources & Support – Is there adequate staffing, budget, and technical help?
Time & Workload Balance – Are expectations and deadlines realistic?
Information & Communication Flow – Is the right information reaching them at the right time?
Case in Point: Process Control System
We upgraded a plant’s control system expecting a few hiccups. Instead, it was chaos. Twenty-five years of institutional knowledge embedded in the old system vanished overnight. Critical settings were lost, and the vendor who promised support walked away once the system was commissioned. We were left scrambling with exhausted, disillusioned operators.
Takeaway: Resources aren’t just technology—they’re continuity and support. When introducing new systems, ensure your people aren’t set up to fail. Demand vendor accountability and proactively safeguard institutional knowledge before it disappears.
3. Culture:
Trust, Safety, Ownership
Culture & Psychological Safety – Do employees feel safe to speak up, ask for help, and contribute?
Policies & Governance – Are rules clear, fair, and enabling rather than restrictive?
External Conditions – Are outside factors (clients, suppliers, regulators) stable and manageable?
Case in Point: Building a Safety Culture
When onboarding new apprentices, I developed a two-week, hands-on safety program. Leadership shared safety messages, union members ran field boot camps, and we brought in experts for defensive driving. We talked openly about mistakes, encouraged questions, and reinforced that reporting issues would never be punished. The feedback was immediate: employees felt energized and confident, knowing safety—and honest communication—were genuine priorities.
Takeaway: A culture of open dialogue and safety empowers employees to speak up, ask for help, and take ownership of their work. Culture isn’t posters on the wall—it’s a lived experience.
In Summary
Understanding and actively managing Conditions is a core leadership responsibility. Clear expectations and capable employees are essential—but not enough. Performance only thrives when the environment supports, resources sustain, and culture empowers.
The simplest way to know if Conditions enable or frustrate? Ask your employees.
A leader’s role is to remove roadblocks, drive continuous improvements, and stay connected with the team.
Up Next: Commitment
With Clarity on what's expected, Capability in performing the work, and the right Conditions to enable performance, the table has been set for results.
In the final installment of this series, we’ll explore Commitment—the fourth element of the Performance Framework. We’ll examine how motivation, ownership, and consequences ultimately drive performance and deliver results.