“But, isn’t it important, for a manager, to understand the reasons people do what they do?” Bailey was on a roll with her very best stiff-arm.

“For a manager, there is only one reason people do what they do. And, this is essential for every manager.” I waited to make sure Bailey was listening. “The only reason people do what they do is because they CAN. The only measure of performance is performance.”

“Sounds a little redundant to me. Are you sure this isn’t just hyperbole?” Bailey was insistent, unconvinced.

“Simple to understand. You will never find a person doing something they do not have the capability to do. You can line up all the rewards, intrinsic motivation cooked up by industrial psychologists, if a person does not possess the capability, they will underperform. Underperform or engage in diversionary behavior.”