Bring Out The Best
How Do You Bring Out the Best?
The Guys banter about some familiar territory as coaches and mentors, bringing out the best in people. Join them for an exploration of Aubrey Daniels book, Bringing out the Best in People. The book is about the science of human behavior. Advisorology includes the understanding of human behavior, too, because no matter the product or service – people are the greatest resource for any kind of deliverable.
The first segment’s highlights include conversations about Fads, Fantasies and Fixes in relation to the book and Ray’s crib notes. Zen is a quick study and has his own ideas, coupled with Ray’s tenure of working with small business concerns for over 25 years. Not only do the guys bring educational material, they have some practical wisdom to share with a bit of wit. Is business a function of consequences? The guys find a few points and talk about consequences as results, not repercussions. Of course, management by common sense is not management at all. Find out why.
After the break, the conversation starts out with the seriously flawed idea that if your employees and staff don’t listen to demands for better performance, you just need to raise the volume and beat them over the head. Obviously telling folks what to do only works in command and control environments. Businesses are fluid and telling sure isn’t training. Performance is increased through reinforcement of behaviors. Think about your organization. Are only value-added behaviors being strengthened by consequences in the work environment? If you don’t know, just watch what they do during the day. That is what is being reinforced.
Returning again, the Guys take turns with the decreasing performance indicators and the behaviors that reinforce. Whether intended or not, doing nothing reinforces whatever behaviors are present. It gives unspoken permission. Problems arise with unspoken unfulfilled expectations in any relationships, particularly when production and performance are involved. Compensation alone will not do the job of maximizing performance. Only effective and frequent positive reinforcement can do that. The fact is people don’t resist change if/when the change provides immediate positive consequences for them.
The Guys finish up the show with the ABCs of Performance Management; Antecedent, Behavior and Consequence. They actually talk about it the whole show, but they loosely identify the ABC analysis. It’s classified on three dimensions. First, is the consequence positive or negative from the perspective of the performer? Second, Does the consequence occur as the behavior is happening or some time later? Third, will the performer actually experience the consequence? The major factor in determining changes in behavior in the long term is dependent on the extent of consistently pairing antecedents with consequences. Trust comes from consistently doing (consequence) what you say you are going to do (antecedent).
There is more in the Crib Notes for the book that we didn’t cover. If you’d like a copy of them just fill out the form below. For now…
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