Ownership vs Performance Matrix -Part-3

Ownership vs Performance Matrix -Part-3 

High on ownership and low on performance – Loyal folks

These are the people who have worked with previous-generation owners. They are committed to the organisation; however, they have not developed themselves in line with changing technology, organisational process improvements, and other evolving demands. Their age may also be one of the reasons for their low performance. Nevertheless, they stand with the management during difficult times, never give up on the organisation, and do not speak negatively about it in front of other employees or stakeholders.

1. Respect Their Legacy While Addressing Gaps

Acknowledge their historical contribution to create psychological safety for change:

• Publicly honour their commitment – Recognise their loyalty and institutional knowledge in team meetings before introducing development conversations
• Position upskilling as empowerment – Frame learning new skills as a way to restore their influence and relevance, not as a criticism
• Involve them in mentoring junior staff – Leverage their experience while pairing them with younger team members who can reciprocate with technical skills

2. Bridge the Technology and Process Gap Gradually

Avoid overwhelming them with abrupt changes:

• Provide one-on-one coaching – Assign a patient, empathetic trainer, rather than sending them to group training sessions
• Introduce change in small increments – Roll out new tools or processes step by step, allowing mastery before moving forward
• Create "safe to fail" environments – Allow them to practice new skills without performance pressure during the learning phase

 3. Redesign Roles Around Their Strengths

Instead of expecting them to match younger peers in technical speed:

• Carve out complementary roles – Shift their responsibilities toward areas where experience, judgment, and relationship management add unique value
• Create hybrid responsibilities – Pair them with technically strong colleagues on shared deliverables, balancing ownership with execution support
• Leverage their stakeholder credibility – Position them as liaisons to long-standing clients, partners, or internal teams who trust their reliability

4. Address Age-Related Considerations Thoughtfully

Avoid making assumptions while being sensitive to real constraints:

• Offer flexible work arrangements – Adjust schedules, workloads, or physical demands if health or energy levels are factors
• Normalise continuous learning – Frame development as an organisational expectation for all, regardless of age or tenure
• Protect their dignity – Never attribute performance gaps to age publicly; focus on skills and outcomes in performance conversations

5. Capitalise on Their Loyalty Without Exploiting It

Their willingness to stand by the organisation during crises is a rare asset:

• Give them crisis leadership roles – During difficult times, place them in positions that utilise their steadiness and institutional memory
• Seek their counsel on sensitive matters – Involve them in strategic discussions where discretion and historical perspective are valuable
• Reciprocate loyalty visibly – Demonstrate organisational commitment to them through career development investments, not just words

6. Balance Empathy with Accountability

Loyalty should not become a shield against performance expectations:

• Set differentiated but clear goals – Define success in terms that leverage their strengths while gradually closing skill gaps
• Use peer accountability structures – Involve them in team-based goals where collaboration naturally encourages skill adoption
• Document progress transparently – Keep records of support provided and improvements expected, ensuring fairness if difficult decisions become necessary

 M.L.Narendra Kumar