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In this summary you will learn: The first step isn’t engagement; it’s execution.
Get employees working together to deliver results first. Build team trust, then go
after the right functional behaviors and motivate the heck out of those behaviors.
Get everyone enthusiastically pulling in the right direction.
+%/499%.:#264.!
Utilize team-based peer-to-peer accountability through a very effective and
disciplined methodology. Define the behaviors that deliver:
• The customer experience you want;
• The development of your competitive advantage;
• The three or four things that distinguish you in the eyes of your
customers.
Motivate those behaviors. Use the team to ensure behaviors and motivators align
to deliver the right results. Smart leaders stay out-of-the-way until needed.
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Behavior is all you get from your employees. Behavior is what your employees
say and do. It is what you pay for. Their behavior determines what gets done,
how well it gets done, how much money your company makes, how fast you
grow, and what reputation you enjoy.
Every company seeks to manage employee behavior. It is a common belief in the
marketplace that you need to define your core values because they define your
culture and thereby your employees’ behavior. It’s surprising that we focus on
proactive management in other areas of the business and assume that we can be
reactive when it comes to behavior. Establishing core values feels proactive;
however, the mistake companies make is in believing core values will govern
employee behavior. However, values don’t have much to do with behavior
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This notion about values driving behavior is not unreasonable. We accept it
presumptively. This notion is a popular idea with business book authors. But it
is wrong.
Yale University psychologist Stanley Milgram demonstrated that people will obey
an authority figure to perform acts that conflicted with their personal conscience
$$$Execution
+ Engagement
= Great Results
Execution starts
with the right
behaviors
3. (their values). Dr. Milgram showed that, “Ordinary people, simply doing their
jobs, and without any particular hostility on their part, can become agents in a
terrible destructive process. Moreover, even when the destructive effects of their
work become patently clear, and they are asked to carry out actions incompatible
with fundamental standards of morality, relatively few people have the resources
needed to resist authority.”
Authority isn’t the only driver of our behavior. More recently, psychologist Dan
Ariely has shown the influence of the peer group on behavior. The “herd” has a
very strong hold on our behavior. It is why, when the speed limit is 55 mile per
hour we are all going 75. It is the influence of the social environment that causes
us to do things every day that conflict with our values.
Our values have very little influence on behavior. However, the good news is we
can leverage the social context to get the behaviors we want in business. We
build a structure around that and call it peer-to-peer accountability.
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You start by defining the behaviors that will get you the results you want. Always
start where it is easiest. The easiest behaviors to define are those you want
employees to exhibit when dealing with customers. Next you look at the
behaviors that distinguish your company in the eyes of customers, and finally on
behaviors that create competitive advantage, including how you behave
internally.
Defining behavior doesn’t get the behavior. For that you will use a peer-to-peer
accountability structure based on deliverables. Behavior delivers results. If the
peer group isn’t seeing the results the first place to look is at behavior. It is
possible that the employee needs to refocus on the right behaviors, or it could be
that the behaviors are not the right ones for the desired results. The peer group
(which includes the group’s manager) fine-tunes the right behaviors.
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You will learn that motivators that lend themselves to scorekeeping can have
short-term positive impacts for individuals and always have negative long term
impact on the organization. Motivators that do not lend themselves to
scorekeeping are both more powerful and more enduring. You will use the peer
group to drive the two powerful motivators of Identity and Meaning.
The peer group works with every member to identify how each can enjoy the
identity they want and produce the meaning they need from the work they do.
This is a structured iterative and ongoing process.
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As the US Army discovered, leaders can lose the battle but they cannot
win it. Front-line soldiers do the winning. The same is true in business.
Define the behaviors
that will get the
results.
Get those behaviors
thru peer-to-peer
accountability.
Engagement comes
from sustainable
identity & meaning.
4. Employees produce the results. We suggest you invert the organization
chart. The person who is usually lowest on the organization chart is now
on the top. The top box is the customer. Right below the customer are
the customer facing employees. Everyone else is there to support and
enable the customer facing employees to do their most-critical job:
working with the customer.
The best leadership advice came from Dr Robert Sutton at Stanford; go
hire a bunch of smart, capable people and stay out of their way until they
ask for your help.
With the right peer structure, less leadership is better than more
leadership. Start with a blank page. If the behavior does not support
employee motivation, then it’s impact on behavior is irrelevant. If it does
support employee motivation then it should also support the desired
behavior for the affected employee.
Leadership’s job is to ensure that a structure is put in place to nip bad
behavior in the bud. Additionally, leadership is responsible for context.
Context ensure that any action, policies, procedure, behaviors on the part
of people in the company support the motivation and behaviors of
workers. When it comes to what they say and do, leaders need to think
things through thoroughly.
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The center of peer-to-peer accountability is the weekly Rated 10 Meeting.
In this meeting each employee reports results and is accountable for their
behavior and their motivation. The peer group helps define and adjust
behavior standards. It is also responsible for ensuring that the employee is
fully motivated. The group supports the efforts of the employee to
establish and maintain the identity they want and to derive meaning from
the work they do. On a rotational basis each employee is asked to answer
three questions:
1. “On a scale of 1 to 10, how likely is it that you would recommend our
company as a place of employment to a qualified friend or relative?”
2. “On a scale of 1 to 10, how successful are you at creating the identity
you have set out for yourself from the work you do?”
3. “On a scale of 1 to 10, how successful are you at creating the meaning
you want from the work you do?”
The peer group is responsible to lift the person to honestly answer a 9 or
10 for each question.
Peer-to-peer
accountability is the
most powerful
accountability.
5. ;285/258%!
Structure ensures that the desired behaviors flourish, and the banned
behaviors don’t. Structure also provides the mechanism for delivery. Set
SMART goals with singular accountability; then implement a discipline
for actively auditing the accountabilities. Behavioral Advantage does this
through highly disciplined very effective weekly meetings. Additionally,
the business uses short daily meetings, full day quarterly meetings, and an
annual meeting to reset long-term goals. All meeting are structured to
deliver prescribed results.
Structure also includes the policies needed to effectively and quickly deal
with behavior that crossed the boundaries, including bad leadership
behavior.
D4.2%E2
Context is about trying to help prevent the ‘senior commanders from
losing the battle’. The gap in most leadership solutions is found between
what a leader does to generate the right behaviors, and the impact that
action has on long-term motivation. “Just do it the way I told you to do
it!” gets the desired behavior, but likely doesn’t do anything positive for
motivating that behavior. Context ensures that leaders in the company
connect how they behave with both employee behavior and motivation.
$
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Accountability’s power
comes not from being
answerable, but from a
discipline of routinely
answering.
