Yelling Only Creates Avoidance

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“But, I give them feedback,” protested Tyler. “They know how to do it right. Why don’t they just do it the way they are supposed to?”

“You want your team members to work the line in a specific sequence in a specific way?” I replied. “You are looking for very specific behaviors?” Tyler nodded his head in agreement.

“When they do it wrong, do you pay attention to them?” I asked.

“Of course. I am usually right on it,” Tyler replied.

“And when they do it right, are you right on it?”

“Well, when they do it right, they just do it right. When they do it right, I don’t yell at them.”

“Tyler, to get desired behaviors, you have to reinforce those behaviors in a positive way. Yelling at people for doing something wrong doesn’t teach them to do it right. Yelling just creates avoidance from doing it wrong. That avoidance behavior can by very erratic and unpredictable. They don’t know whether to scream or eat a banana.

“On the other hand, if you positively reinforce desired behavior, it becomes repeated and predictable.

“So, Tyler, you tell me. What has more value, erratic avoidance behavior or positively reinforced predictable behavior?”

Whose Drama?

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“Work is personal,” Marjorie said.

“Would you want it any other way?” I asked.

“But, I don’t want the personal drama at work.”

“If there is no drama, people will bring it. What is your role, as a manager, to create drama, at work?”

“But, I don’t want drama,” Marjorie protested.

“The absence of drama in a person’s life is pathological. Why do you occasionally observe pathological behavior, yes, at work? If there must be drama, at work, whose drama do you want it to be?”

“You are telling me that I have to create drama at work?” Marjorie questioned.

“Drama is meaning, the interpretation of our world. Yes, I want you to create drama, I want you to create meaning, I want you to create context. Context for the work. Work is personal.”

Work is Personal

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“I don’t understand why people have to bring their personal lives to work,” complained Marjorie. “I don’t need the drama. Can’t they just put up this virtual wall between their work life and their personal life?”

“So, why do you think people bring their personal lives to work?” I asked.

“I don’t know, because they have them, I suppose.”

“If there is no drama in a person’s life, what do most people do?” I prodded.

“Now, that’s funny. If there is no drama, people create it,” Marjorie spouted.

“If there is no drama, at work, what do most people do?”

“I told you, if there is no drama, people create it.”

“Please, understand that an absence of drama is a pathological condition. Drama is the meaning, the interpretation of our human experience. If there is no drama, at work, most people will bring it. And, in the absence of drama, in the absence of meaning, most people will bring it. If you, as a manager, have not created the context for the work, people will bring it. If what happens outside of work is more meaningful than what happens inside of work, you notice that people bring that outside in.”

Marjorie was listening. She spoke. “So, what you are saying is, that work is personal.”

It’s The Manager

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It used to be that employee empowerment was all the rage. Now it is employee engagement. With unemployment at an all time low, there is a huge war for talent, finding it and keeping it.

“We are having a problem with employee engagement. One thing we would like to consider is an Employee of the Month program.”

I hate Employee of the month/quarter/year programs. They conspire to make one person a winner and everyone else a loser. Bad idea.

Employee engagement, as an issue, has been around for a while. Gallup, in their extensive research on employee engagement, well documented in a book called First, Break All the Rules, details the number one reason that people leave a company. It’s their manager.

A company can have the greatest benefits, competitive compensation, employee of the month programs, but if the team member has a lousy relationship with their manager, they quit and leave. Or worse, they quit and stay.

A company can have sub-standard benefits, on the low side of competitive compensation, no recognition programs, but if the team member has a great relationship with their manager, they stay.

So, if you want to focus on employee engagement, focus on every managerial relationship in the company. The most powerful managerial practice to create and sustain this relationship is the monthly 1-1, where the manager sits down, present in the moment, and has a dialogue with each team member.

This is dedicated time, each and every month talking about updates, projects, goals, aspirations, obstacles, ways around those obstacles. The focus is on the team member. If you really want to increase employee engagement, schedule 1-1s with each of your team members. You don’t need permission, you don’t need a committee, just start. -Tom

Home for the Holidays

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People are scurrying to take off for the holidays. I see the hustle, bustle and last minute shopping. I, too, am battened down for a winter holiday, a little feasting, a little skiing. We will see you back here in January. For now, hug those around you and give thanks. This is our traditional post from Dec 2005.
_____

As Matthew looked across the manufacturing floor, the machines stood silent, the shipping dock was clear. Outside, the service vans were neatly parked in a row. Though he was the solitary figure, Matthew shouted across the empty space.

“Merry Christmas to all, and to all, a good night.”

He reached for the switch. The mercury vapors went dark. He slid out the door and locked it behind.

See you all next year. -Tom

Stuck in a Pattern

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“I just do what comes naturally,” Morgan started. “I manage my team the way it feels right. Sometimes it works, sometimes not.”

“Sometimes not?” I asked.

“Sometimes, what feels natural, puts me right back in the same problem as before. What feels like progress is just staying stuck.”

“Staying stuck?”

“In the past, I made managerial moves that didn’t work out. Like delegating a project, then dissatisfied with the result, taking the project back. Next project, same thing, over and over.”

“Over and over?”

“Like a grooved, routine behavior. I got used to taking projects back. Almost like a habit, even if it didn’t work. Taking a project back was comfortable. The project got done (by me) and the quality was up to standard. Problem solved,” Morgan explained.

“Then, what’s the problem?”

“Just because we do something over and over, doesn’t make it the best move. I have to do something different to interrupt the pattern, when the pattern doesn’t get what I want.”

“What do you want?”

“I want my team to solve the problem, and I want the output up to standard,” Morgan replied.

“So, how are you going to interrupt the pattern?”

Three Magic Words

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“I don’t why my manager is so bull-headed,” Marjorie complained. “He asks for my advice and then argues with me. It’s infuriating.”

“Infuriating?” I asked.

“Yes, just because he has his opinion doesn’t mean he is right.”

“Marjorie, seldom are things so stark that one person is right and the other wrong, but if that is the case, doesn’t it make sense to make sure you are not the person who is wrong? The only way you can do that is through thoughtful dialogue.”

“Oh, yeah, and how am I supposed to do that?” Marjorie wanted to know.

“Three magic words. In the face of disagreement, just say – Tell me more.”

Required Behaviors – Culture

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Elliott’s Four Absolutes, required for success in a role (any role, no matter the discipline), here is the list.

  • Capability (measured in Time Span)
  • Skill (technical knowledge and practiced performance)
  • Interest, passion (value for the work)
  • Required behaviors

Required behaviors, with three strings.

  • Contracted behaviors
  • Habits
  • Culture

    • Today is about required behaviors and culture.

    Culture is that unwritten set of rules that governs our required behaviors in the work that we do together. If the rules were written, that would be our standard operating procedures (SOPs). Culture is typically an unwritten set of rules, often more powerful that our SOPs.

    If there is a conflict between our SOPs and our culture, which wins? Culture wins every time.

    Culture is that behavior which is tolerated. I know we all think that culture is that lofty set of values like integrity and teamwork, but the baseline is what we tolerate. You stand for what you tolerate.

    It is what it is.

    Whether interviewing a candidate or coaching a teammate, have you ever hired anyone who had the capability for the role, possessed the skills, had interest and passion for the work, but they did not fit your culture? What happened?

    You either fired them, and they left.
    Or they quit, and they left.
    Or they quit, and they stayed.

Required Behaviors – Habits

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Elliott’s Four Absolutes, required for success in a role (any role, no matter the discipline), here is the list.

  • Capability (measured in Time Span)
  • Skill (technical knowledge and practiced performance)
  • Interest, passion (value for the work)
  • Required behaviors

Required behaviors, with three strings.

  • Contracted behaviors
  • Habits
  • Culture

    • Today is about habits.

    When I interview a candidate, I look at the role description, identify the critical role requirements and those habits that support those role requirements. We all have habits that support our success, we all have habits that detract from our success.

    Habits are those routine grooved behaviors that we lean on during times of decision, times of problem solving and times of stress. Some habits, we lean on, even if those behaviors were not successful in the past. Habits are familiar, habits require less brain power. Habits are a short cut to decision making and problem solving. In the face of urgency, we lean on our habits.

    As a hiring manager, interviewing a candidate, we can anticipate the problems to be solved and the decisions to be made in the role. The question is, what are the habits that contribute to success, what are the habits that detract from success?

    We all think we choose our success. We do not. The only thing we choose are our habits, and it is our habits that determine our success.

Required Behaviors – Contracted

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When I look at Elliott’s Four Absolutes, required for success in a role (any role, no matter the discipline), here is the list.

  • Capability (measured in Time Span)
  • Skill (technical knowledge and practiced performance)
  • Interest, passion (value for the work)
  • Required behaviors

Required behaviors is an interesting absolute, with three strings.

  • Contracted behaviors
  • Habits
  • Culture

    • Today, the focus is on contracted behaviors. Through his career, Elliot shifted away from personality theory (though, he was trained as a clinical psychologist) to required behaviors. He became less interested in a person’s behavioral tendencies and more interested in required behaviors. If a person wants the job, there are required behaviors. There are some behaviors, you simply contract for.

    Some people do not possess the behavioral tendency for punctuality. But, if the role required the person be on-site at 8am, Elliott didn’t care about the behavioral tendency, the requirement was on-site at 8am. Not on-site at 8am, can’t have the job. As a matter of contract.

    Can I contract for respect (Aretha Franklin rule)? Not the attitude of respect, because I cannot figure out what goes on in the mind of my teammates, but behaviors connected to respect?

    Anything I can translate into behavior is a behavior I can contract for. I cannot contract for respect, but I can contract for behaviors connected to respect.

    “If you disagree with a teammate, you are required, first, to listen before communicating your position.” Listening is a behavior. I can contract for that.

    “If you disagree with a teammate, you are required, first, to listen, not because it is a nice thing to do, not because it is courteous, but as a matter of contract. If you disagree with a teammate, you are required, first, to listen.”

    Elliott did not care if you had a dominating personality or did not value relationships, as a matter of contract, you were required to listen. Can’t listen, can’t have the role. There are some behaviors, you simply contract for.