3A+ Framework - A better way to manage performance

You’re holding people accountable. Why isn’t performance improving?

You set clear goals, track KPIs, and hold regular performance reviews. Yet, despite all the metrics, you still have team members who are technically "doing their job" but somehow making everyone else's job harder. Projects stall, collaboration feels forced, and the high performance you need always seems just out of reach.

The problem isn't that your people lack capability. It's that traditional performance reviews measure the wrong things.

Most frameworks focus entirely on individual output: Did you hit your number? Did you finish the project?

But in a complex organization, individual excellence means nothing if it comes at the expense of the team. When employees hit their targets but leave a trail of friction, confusion, or resentment in their wake, the organization loses.

You need a framework that measures total contribution—not just what people do, but the impact they have on everyone around them.

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The Solution: Measure Capability, Impact, and Effort

The 3A+ Development Framework redefines performance by looking at three distinct dimensions. It stops the "lone wolf" problem where high performers destroy culture, and it gives you a concrete way to coach employees who are trying hard but missing the mark.

Here is the breakdown of the three dimensions:

1. Capability (The "Can-Do")

This measures raw skill and aptitude. Does the person have the technical ability to do the job?

• 3: Fully capable. Has all necessary skills to succeed in the role right now.

• 2: Potential. With training and time, could become a '3'.

• 1: Mismatch. Cannot reasonably become a '3' in this role.

2. Impact (The "Helpfulness")

This is the missing link in most reviews. It measures how a person’s work affects others. Are they a bottleneck or an accelerator?

• A: Positive impact. Their work makes it easier for others to succeed.

• B: Mixed impact. Sometimes helpful, sometimes creates friction or extra work for others.

• C: Negative impact. Even if they do their own job well, they make it harder for others to do theirs.

3. Effort (The "Want-To")

This measures diligence and focus. Are they applying themselves fully to the objectives?

• + (Plus): Consistently gives the necessary attention and energy to achieve objectives.

• - (Minus): Does not give necessary attention or energy.

How to Use the 3A+ Framework

This tool is designed for clarity, not just evaluation. It turns vague feedback like "be a better team player" into actionable coaching.

Step 1: Define the Roles

Don't just list a job title. Break down the specific roles the employee plays (e.g., "Project Lead," "Mentor," "Technical Reviewer"). Performance often varies by role—someone might be a '3' capability in coding but a '1' in mentorship.

Step 2: Rate Each Dimension

For each role, assess the employee on the three scales:

• Capability (3, 2, 1)

• Impact (A, B, C)

• Effort (+, -)

Example: An employee might be a 3C+. This tells you they are highly capable (3) and working hard (+), but their impact on others is negative (C). Now you know exactly where to coach: it's not a skill problem or a laziness problem; it's an impact problem.

Step 3: Build the Action Plan

Once you've identified the gap (e.g., a shortfall in Impact), build a specific plan to address it.

• If the gap is Capability: They need training, mentoring, or practice.

• If the gap is Impact: They need to understand the needs of their colleagues (using tools like Meet to Learn).

• If the gap is Effort: They need to address engagement, motivation, or fit.

See it in action:

Frequently Asked Questions

Q: Can someone really be a high performer if they have a "C" in impact? A: No. In an outward-mindset organization, individual excellence cannot excuse negative impact on the team. If someone is a "3" in capability but a "C" in impact, they are costing the organization more than they contribute. The 3A+ framework makes this cost visible so it can be addressed.

Q: How do I use this if I’m an employee, not a manager? A: Use it to self-assess before your review. Rate yourself honestly on your impact. Ask your peers, "Am I making your job easier or harder?" Bringing this level of self-awareness to your manager demonstrates profound accountability and leadership potential.

Q: What if an employee is a "1" in capability? A: If an employee is a "1" (cannot reasonably become capable in the role), the kindest and most effective leadership move is to help them find a role where they can be a "3," either inside or outside the organization. Keeping someone in a role where they cannot succeed is unfair to them and the team.