Changing Employee Behavior: How to Drive Performance by Bringing out the Best in People

Description

An important part of every manager's job is changing people's behavior: improving someone’s performance, helping them better manage relationships with colleagues, or sometimes even stopping them doing something. Yet, despite the fact that changing people's behavior is such a fundamental skill for managers, there is little in the way of systematic support for them to go about it. This book changes that, revealing simple but powerful techniques for changing behavior that experts from a range of disciplines have been using for years. Drawing upon proven methods from psychology, psychotherapy, and behavioural economics, it presents a comprehensive toolkit that managers can use to improve the performance of staff and address some of the most common challenges they face. With a new foreword and three new chapters, this revised edition expands on the original by showing how organisations and leaders have used the techniques presented in it, how these methods have become even more relevant in the post-pandemic world, and how it has been applied the broader challenge of workplace culture change. Finally, supplementary videos add detail to this new content, with examples and explanations presented by the authors. Videos via app: download the SN More Media app for free, scan a link with play button and access videos directly on your smartphone or tablet. Preface Acknowledgments Contents About the Authors List of Figures List of Video Figures 1: How to Help Change Happen What Managers Think What Is Missing The Power of Context Context Is Internal, Too What You Need to Do What Is in this Book References 2: Four Ways to Think about Change Behaviorism Cognitive Psychology Systemic Psychotherapy Behavioral Economics Turning Approaches into Action References 3: Intrinsic Motivation: The Science of Commitment Why Intrinsic Motivation Is Important A Recipe for Intrinsic Motivation Autonomy Autonomy Technique #1: Involve People Autonomy Technique #2: Get the Tone Right Autonomy Technique #3: Offer Choice Mastery Mastery Technique #1: Reinforce people’s Sense of Competence Mastery Technique #2: Position Change as Challenge Connection Connection Technique #1: Establish why Connection Technique #2: Make It Personal Connection Technique #3: Get Practical Using the Recipe Different People, Different Tastes Culture Role Age Gender Two Models for Profiling People Model #1: Career Concept Model Model #2: Promotion and Prevention Just One Side of the Story Key Questions to Ask Yourself Further Resources References 4: Extrinsic Motivation: Using Reward and Punishment Should You Use Rewards? Criticism #1: Money Does Not Motivate Criticism #2: Rewards Kill Intrinsic Motivation Criticism #3: External Motivators Can Have Negative Side Effects Criticism #4: Rewards and Punishments Do Not Last How to Use Rewards When to Extrinsically Motivate People When to Reward Rule #1: Support Intrinsic Motivation When to Reward Rule #2: Get the Timing Right When to Reward Rule #3: Offer Frequent, Unexpected Rewards When to Reward Rule #4: Praise and Give Prizes in Public, Reward and Punish in Private Who to Extrinsically Motivate, and How Who to Reward Rule #1: Consider Culture Who to Reward Rule #2: Remember the Impact of Personality Who to Reward Rule #3: Adjust Approach to Match People’s Level of Experience What to Extrinsically Motivate People With What to Reward Rule #1: Praise First, Money Last What to Reward Rule #2: Punishments Should Be Rare, Collaborative, and Predictable What to Reward Rule #3: Align Solutions to the Situation What to Reward Rule #4: Be Fair and Consistent Bringing Intrinsic and Extrinsic Together to Change Behavior Beyond Motivation Key Questions to Ask Yourself Further Resources References 5: Ability Three Elements of Ability Identifying Capability Issues Identifying Technique #1: Rating Scale Questions Identifying Technique #2: The Miracle Question Resolving Capability Issues Resolving Technique #1: Making Change Easier Resolving Technique #2: Uncovering Blockers Moving Beyond Ability Key Questions to Ask Yourself Further Resources References 6: Psychological Capital: Believing You Can Succeed Why Psychological Capital Is Critical Believing You Can Succeed Self-Confidence Self-Confidence Technique #1: Guided Mastery Self-Confidence Technique #2: Modeling Self-Confidence Technique #3: Persuasion Self-Confidence Technique #4: Physiological States Improving Self-Confidence: An Example Optimism Optimism Technique #1: Managing Cognitive Distortions Optimism Technique #2: Reinforcing True Self-Concept Only Half the Story Key Questions to Ask Yourself Further Resources References 7: Psychological Capital: Willpower and Resilience True Grit Willpower Willpower Technique #1: Care About People Willpower Technique #2: Practice Willpower Technique #3: Stop Renegade Attention Willpower Technique #4: Self-Talk Willpower Technique #5: Mindfulness Resilience Resilience Technique #1: Promote a Growth Mindset Resilience Technique #2: Cultivate Self-Compassion Resilience Technique #3: Plan for Problems From Inner Context to External Environment Key Questions to Ask Yourself Further Resources References 8: How to Build, Break, and Change Habits The Anatomy of Habits The Two Basic Components of Habits A Third Component: Reinforcers How to Build a Habit Step 1: Identify a Behavior Behavior Technique #1: Be Specific Behavior Technique #2: Think Small Behavior Technique#3: As Few Behaviors as Possible Step 2: Find a Cue Step 3: Think About a Reinforcer Reinforcer Technique #1: Make Reinforcers Immediate Reinforcer Technique #2: Make Reinforcers Meaningful Reinforcer Technique #3: Remember the Premack Principle Step 4: Promote Repetition Repetition Technique #1: Provide Information About Habits Repetition Technique #2: Give Point of Prompts Repetition Technique #3: Remember Why Repetition Technique #4: Make Public Commitments Repetition Technique #5: Monitor Progress Repetition Technique #6: Create Implementation Intentions How to Break a Habit Option 1: Remove the Reinforcer Option 2: Avoid the Cue Option 3: Ignore the Cue How to Change a Habit Step 1: Understand the Habit Step 2: Select a Substitute Behavior Step 3: Make the Substitution at Every Opportunity Habits: A Structure for Change Key Questions to Ask Yourself Further Resources References 9: Gamification Why All the Headlines and Hype? Does It Work? How Gamification Works Three Rules for Using Gamification Rule 1: Only Use Gamification if People Want to Rule 2: Set Good Goals Rule 3: Gamify What Matters to People Which Methods to Use Tracking Progress Tracking Technique #1: Points Systems Tracking Technique #2: Progress Bars Marking Achievements Marking Technique #1: Tangible Markers Marking Technique #2: Symbolic Markers Challenge and Competition Challenge Technique #1: Targets and Tasks Challenge Technique #2: Comparison Points Social Connection Social Connection Technique #1: Publicly Share Achievements Social Connection Technique #2: Connect People for Support Social Connection Technique #3: Group Quest Narrative Using Gamification Key Questions to Ask Yourself Further Resources References 10: Nudging What Is Nudging? Choice Architecture Five Types of Nudges Providing Information Information Technique #1: Costs and Benefits Information Technique #2: Framing Priming Priming Technique #1: Priming Commitment Priming Technique #2: Priming Openness Priming Technique #3: Priming Confidence Social Influence Influence Technique #1: Using Social Norms Influence Technique #2: Peer Pressure Decision Economics Decision Technique #1: Make New, Desired Behaviors Less Costly Decision Technique #2: Make Old, Undesired Behaviors More Costly Decision Technique #3: Increase the Benefits of New, Desired Behaviors Loss Avoidance Loss Avoidance Technique #1: Spot Bonuses Loss Avoidance Technique #2: Preemptive Praise Loss Avoidance Technique #3: Use Technology Pulling It All Together Key Questions to Ask Yourself Further Resources References 11: Becoming an Architect of Change Using the MAPS Model What You Are Creating 12: What We’ve Learnt Lessons from the Pandemic Three New Findings Finding #1: Motivation Is Even More Situational Than We Previously Thought Finding #2: Using Gamification Is Also More Complicated Than Previously Thought Finding #3: People Are Talking More About Change Maintenance A Common Thread References 13: What We Do Differently Two Pathways; Same Destination Changing Behavior to Change Culture Changing Behavior to Drive Performance Trust Clarity Momentum Changing People’s Context 14: Frequently Asked Questions How Can We Help People to Identify What They Need to Change and Develop? What’s the Best Way to Open People Up to the Idea of Change? Are There Any Other Models of Behavior Change That You Like and Have Used? Do People Need Be Aware of the Need to Change Before They Can Start Changing? What Can Be Done to Improve People’s Level of Self-Awareness? Do You Have Any Suggestions for How to Make Development Plans More Useful? Support Writing Plans Shorter Timeframes How Can People Improve Strategic Thinking? How Can We Help People Who Have Low Willpower? How Can You Tell if Someone’s Resilience Isn’t Strong Enough to See Through a Change? Does Resilience Training Work? You Talk a Lot About the Power of Praise, but Isn’t There a Risk in Over-Praising? What’s the One Thing That You Think Every HR Department Should Do to Support Behavior Change in Their Organization? Appendix A Key Questions to Ask Yourself Motivation Ability Psychological Capital Supporting Environment Appendix B MAPS Profiler Tool Appendix C MAPS Profiler Graph Index