Gapology: An Introduction to the Gapology Framework

Name: Gapology: An Introduction to the Gapology Framework
Rating: 4.6 (368 reviews)

Identifying and Closing Performance Gaps

Created byBrian Brockhoff

Last updated 10/2025

English

What you'll learn

Students will learn the key leadership behaviors and various tools exhibited by winning leaders which identify and close performance gaps.
Students will learn three Performance Gaps that prevent teams from meeting expectations
Students will learn nine Root Solutions, three for each Performance Gap, to close each gap
Students will learn an assortment of key tools to help apply each Root Solution

Course content

6 sections • 41 lectures • 1h 4m total length

Welcome to Gapology1:10
Introduction1:03
Introduction to the course.
History of Gapology2:03
ABC Groups1:13

Defining Performance Gaps1:54
Identify performance gaps as the difference between expected and actual results, driven by behaviors; use metrics as evidence and focus on defining and proving the required behaviors to deliver results.
The Three Performance Gaps2:28
Gapology teaches leaders to close the three performance gaps—the knowledge, importance, and action gaps—by guiding proactive, accountable teams through a left-to-right process and practical tools.
Communicating for Performance Gaps1:07
The Gapology Model0:59
Apply Gapology to map performance gaps to root solutions. Leverage knowledge, importance, and action pillars: training, teaching, talent; expectations, communication, prioritization; accountability, commitment, culture to close or prevent gaps.
Activity #10:31
Turn to your handout and complete Exercise #1:
Consider the biggest Performance Gap that you are currently facing.
Remember that Performance Gaps are gaps in performance which are indicated by gaps in results.
Focus on the necessary behaviors that are needed to close the gap.
Indicate your biggest Performance Gap that you would like to focus on.
You will use this Performance Gap throughout the rest of the session.

The Knowledge Gap1:03
Root Solution - Training1:02
The Habit Ladder4:09
Explore the habit ladder framework to design and assess training initiatives, starting with clear communication, ensuring understanding, securing agreement, enabling deliberate practice, and sustaining habit through ongoing reinforcement.
Root Solution - Teaching1:04
Explore how teaching differs from training and how embedding a teaching mindset creates a culture of continuous growth, enables leaders to address change, and close knowledge gaps.
DABA2:05
Lead your team through change using the DABA change model. Address denial, anger, bargaining, and acceptance with teaching, coaching, and clear information to guide them through workplace uncertainty.
Teaching Organization Pyramid1:51
Establish teaching as a value within the Teaching Organization Pyramid, embed it in daily rhythm, and use Gapology to move teams to action, addressing gaps with root solutions.
Root Solution - Talent0:52
ABC Ranking3:29
Apply the ABC ranking to privately sort your team into A, B, and C groups. Tailor leadership for each level and focus on moving C up while empowering A.
Activity #20:39
Turn to your handout and complete Exercise #2.
Consider the biggest Performance Gap that you are currently facing.
Remember that Performance Gaps are gaps in performance which are indicated by gaps in results.
Focus on the necessary behaviors that are needed to close the gap.
Reflect on what you learned in the Knowledge Gap Section.
Indicate which root solution could be applied to close the performance gap you chose.
Determine which tool or method could be leveraged to close the gap.

The Importance Gap0:47
Identify the importance gap as the difference between skill and belief in its importance. Leaders instill importance by wrapping a clear purpose around expectations, communication, and prioritization to drive execution.
Root Solution - Expectations1:23
Expectations Model1:45
Root Solution - Communication1:16
Effective communication drives resolutions by preparing the message and delivery method for impact. Face-to-face discussions remain the most effective; when unavailable, validate understanding and commitment via video calls or texts.
Communication Methods0:35
Communication Funnel1:20
See how messages filter as they travel from a megaphone to teams, and craft clear expectations to minimize filters and prevent important behavioral and result gaps.
Communicating with Teams - Intensity W - Pt.11:11
Communicating with Teams - Intensity W - Pt.21:02
Root Solution - Prioritization1:22
Prioritize three to five objectives to avoid fog and ensure the team understands priorities, creates a shared vision, and closes the importance gaps to deliver goals.
Speed of Purpose Model1:09
Activity #30:40
Turn to your handout and complete Exercise #3.
Consider the biggest Performance Gap that you are currently facing.
Remember that Performance Gaps are gaps in performance which are indicated by gaps in results.
Focus on the necessary behaviors that are needed to close the gap.
Reflect on what you learned in the Importance Gap Section.
Indicate which root solution could be applied to close the performance gap you chose.
Determine which tool or method could be leveraged to close the gap.

The Action Gap0:43
Identify the action gap, the gap between knowing what to do, how to do it, and actually taking action around the expected behaviors, driven by conscious or unconscious choice.
Root Solution - Accountability1:53
Winning Leaders have EDGE1:55
Edge stands for energy, decisive, greatness, and expectations, outlining traits that drive self and team accountability and winning organizations.
Root Solution - Commitment1:25
Explore gapology's commitment framework, measure leadership-driven engagement, and define a clear purpose to energize the team and boost retention and performance, even remotely.
The Commitment Ladder5:44
Explore the commitment ladder from non-compliant to committed, using Gapology's expectations root solution to diagnose behaviors, mindsets, and performance and elevate team commitment.
Root Solution - Culture3:22
The Interdependence Ladder1:35
T x M = P Model2:11
Knowing - Doing - Being Model1:27
Assess knowing, doing, and being levels on the being ladder to guide leadership. Reaching the being level enables teams to commit, execute, and close the action gap.
Activity #40:41
Turn to your handout and complete Exercise #4.
Consider the biggest Performance Gap that you are currently facing.
Remember that Performance Gaps are gaps in performance which are indicated by gaps in results.
Focus on the necessary behaviors that are needed to close the gap.
Reflect on what you learned in the Action Gap Section.
Indicate which root solution could be applied to close the performance gap you chose.
Determine which tool or method could be leveraged to close the gap.

Activity #5 - Action Planning1:06
Turn to your handout and complete Exercise #5, The Gapology Action Plan.
Consider the biggest Performance Gap that you are currently facing.
Remember that Performance Gaps are gaps in performance which are indicated by gaps in results.
Focus on the necessary behaviors that are needed to close the gap.
Reflect on what you learned in this course.
Below, use the notes you took and the information provided, along with the things you listed in the previous activities to complete the GAPOLOGY ACTION PLAN.
Closing Commentary1:39

Requirements

None.

Description

In this short overview course, learners will begin to discover methods and tools to proactively prevent or reactively identify and close Performance Gaps in their teams... and themselves.

We've taken the content from our signature book, "Gapology: How Winning Leaders Close Performance Gaps," and broken it down into bite-sized chunks that can be easily absorbed and referenced in the future.

Our objective here is to provide quick lessons that you can apply immediately to your leadership and make a powerful, sustainable improvement, helping you achieve your greatest potential.

Gapology started as a curiosity. Mark Thienes was curious whether winning leaders at the top of their field were born with the skills that led them to outperform their peers consistently or if those skills could be taught. He began interviewing those in this “A Group” and found behaviors and methods that were highly consistent and present throughout this group. These were also dramatically missing from those who performed consistently at the bottom of the peer group, the “C Group.”

From this original research, three distinct Performance Gaps emerged. From these gaps, we identified proven methods and tools that we present in our book, "Gapology," our in-person training workshops, our podcast, “Gapology Radio,” and now throughout this signature online training course.

Our organizational Purpose is “Helping Leaders Achieve Their Greatest Potential,” and it all begins with Gapology.

Who this course is for:

New leaders
Intermediate level leaders
Experienced leaders
Executives
Human Resources leaders
Learning and Development leaders
Trainers
Coaches
Consultants

Gapology: An Introduction to the Gapology Framework

What you'll learn

Explore related topics

Course content

Introduction4 lectures • 5min

Performance Gaps5 lectures • 7min

The Knowledge Gap9 lectures • 16min

Importance Gap11 lectures • 13min

Action Gap10 lectures • 21min

Closing2 lectures • 3min

Requirements

Description

Who this course is for: