How many psychologists does it take to change a light bulb? Just one, but it has to really want to change. Trying to Change Others' Behavior.
Management (and life) would be so much better if we could make people change when we needed them to. Business execution and getting the results we want would be so much easier if people just did what we told them to.But it doesn't work that way. I've tried changing how other people behave. Most of the time it was unsuccessful. On those rare occasions that it worked, it didn't last. Often it was counterproductive and a waste of time. Like trying to get my daughter to pick up in her room.
One of the keys to effectively manage and coach your people is to make everyone’s performance visible. The Harvard Business School calls this management approach “radical transparency” and it has been found to deliver superior results.
If you are anything like me, life seems to be getting busier and busier, and the rate of change means you feel like you are running faster and faster just to keep up. The ability to drive business execution at a rapid pace is a vital ingredient on the path to success, but if you are not careful, you can become so stuck in “busy-mode”, that you spend all of your time “doing” and not enough time “thinking, reflecting and learning”.
Without a doubt, the most stressful times in my management career have involved dealing with poor performing employees. What follows is an approach to help you turn things around for the better.
In the past, it was thought that you needed to work face to face in order to create highly productive teams (and Yahoo made headlines in 2013 by requiring everyone to turn up to the office), but is this a fact or just an opinion?
Most new managers are left to sink or swim when they get promoted into a leadership role. The data is concerning, 40% of new managers don’t last 18 months. Why do so many companies tolerate the lost time, lost opportunities, lost money, and of course the inevitable heartache that comes with dealing with a new manager who does not perform?
What are the reasons that some teams reach their goals, while others never seem to fulfill their potential? Successful teams achieve their goals not only because of "who they are", but more often because of “what they do.”
One of our clients emailed me recently wanting to know, “How do you hold people accountable or punish bad results and unmet deadlines in a professional manner, especially in a small family business where employees I’m responsible for have more experience than me?”
Numerous studies on motivation have identified reasons why much of the feedback managers give to their employees isn’t very motivating or constructive. Here are some tips to do a better job of giving feedback.
One of the benefits of working with RESULTS.com is that we get to observe thousands of teams working on their Goals, and by analyzing the patterns we quickly learn what works and what doesn’t in terms of achieving better business results.
Since implementing the RESULTS.com software, communication between staff members regarding reaching targets and goals has improved ten-fold. (There is also healthy competition with the new “gamificiation” feature!)
Tania Young – Director – BRAVEday
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