The document summarizes a presentation given by Adrian Wood on measuring and analyzing behaviors and how they impact performance. Some key points: - Behaviors can be observed and measured based on their intensity using a scale from radical habits to planned behaviors. - Behavioral mismatches are a leading cause of underperformance, more so than skills or competence. - Teams with diverse behaviors can benefit but also face tensions, while those with similar behaviors align well but may lack variety. - Analyzing behaviors allows understanding current performance, developing teams, and replicating success across contexts like call centers. Case studies show leveraging this for team balancing and leadership development.

1. Behavior & Performance
February 11th 2014
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2. DFW HR Roundtable
Adrian Wood
Experienced business leader with
a passion for making companies of
all sizes, from start-ups to global,
successful through team
development and unique
leadership and management
strategies across functions and
divisions.
Currently partnering with major
clients including Bimbo Bakeries,
Cisco, Citrix, Sprint and others to
make them even more successful
by focusing on workplace
excellence through team
behaviors.
Co-Founder
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Agenda
1.What is Behavior?
2.Measuring Behavior
Rubber Bands & Intensity
3.Behavior & Performance
Behavior & Underperforming Teams
The impact of Behavioral Diversity
4.Practical Use of Behavioral Analysis
How to leverage the information
5.Summary & Questions
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4. 1. What is Behavior?
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Who is a Behavior Expert?
Game rules
Two questions with several potential answers
Provide a definitive answer …
Take $1
Get challenged & lose …
Loser gives $1
Facilitator has final say!
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Q1: What is he doing?
Running
Waving
Trying to catch a bus
Shouting
Going to work
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Q2: What is he thinking?
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Definition of Behavior & Habits
Behaviors: The actions we take and what
we do, not why we do them
Habits: Preferences for certain behaviors
that come naturally and form patterns that
reinforce positive goals
In general, our behavior patterns do not
change without significant effort
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Examples of Behaviors
Propensity to
Own
Propensity to
Hand-Off
Simplification
Resilience
Propensity to
Change
Handling
Frustration
Team
Inclination
Individual
Inclination
Self-Motivation
Routine
Problem Solving
Responsiveness
Innovation
People-Positive
Discipline
Handling
Conflict
Altruism
Self-Confidence
Leadership
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Comparison of Personal Attributes
MBA &
Sales
Methodology
Training
7 Years selling
to F500
companies
ESTP (The Doer)
“There’s
nothing better
than the thrill of
the chase and
closing a big
deal”
SKILLS
EXPERIENCE
PERSONALITY
BEHAVIORS
10 Years in
Accounting
ISTJ (The Duty
Fulfiller)
“I find numbers
& figures
fascinating and
satisfying”
Simplification
Problem Solving
Discipline
Ownership
Finance
Degree
Team-Oriented
People-Positive
Resilient
Non-Routine
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11. 2. Measuring Behavior
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Measuring Behavior
Anyone can behave in a certain way on
any given day …
Our natural patterns define the intensity of
our behavior
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Measuring Behavioral Intensity
RADICAL
HABITS
“I CAN’T HELP BUT DO IT THIS WAY”
STRONG
HABITS
“I REALLY PREFER TO DO IT THIS WAY”
CONTEXTUAL
BEHAVIORS
“IF I NEED TO I CAN DO IT (OR NOT)”
NECESSARY
BEHAVIORS
“I DO IT ONLY WHEN I REALLY HAVE TO”
PLANNED
BEHAVIORS
“I PREFER NOT TO & HAVE TO PLAN FOR IT”
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14. 2. Measuring Behavior
What shape is your rubber band?
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Measuring Behavior
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Measuring Behavior
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Measuring Behavior
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Measuring Behavioral Intensity
RADICAL
HABITS
“I CAN’T HELP BUT DO IT THIS WAY”
STRONG
HABITS
“I REALLY PREFER TO DO IT THIS WAY”
CONTEXTUAL
BEHAVIORS
HABIT IN
FULL
CONTROL!
HABIT STARTS
TO CONTROL
YOU!
“IF I NEED TO I CAN DO IT (OR NOT)”
YOU CONTROL
THE HABIT!
NECESSARY
BEHAVIORS
PLANNED
BEHAVIORS
“I DO IT ONLY WHEN I REALLY HAVE TO”
“I PREFER NOT TO & HAVE TO PLAN FOR IT”
HABIT
DOESN’T
EXIST!
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How Does He Measure Up?
1
RADICAL
HABITS
2
STRONG
HABITS
3
CONTEXTUAL
BEHAVIORS
4
NECESSARY
BEHAVIORS
5
PLANNED
BEHAVIORS
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20. 3. Behavior & Performance
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FACT
There are two primary reasons why people
struggle or fail in their role/team:
1. Lack of Skill/Competence
2. Mismatch of Attitude/Behavior
But do you know which is more common?
Source: Hiring for Attitude by Mark Murphy, CEO of Leadership IQ
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Behavior is the Lens we see through …
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Under Performing Teams
Symptoms
Root cause
Significant differences in behaviors between
close-knit groups or individuals
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24. 3. Behavior & Performance
How do your rubber bands compare?
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Measuring Behavior
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The Pros and Cons of Behavioral Diversity
+
People with similar
behaviors work
well together
but, may be lacking
key behaviors required
for team success
-
+
People with different
behaviors bring
balance to their team
but, may be frustrated
with their working
relationship
-
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How Teams Align
Age
Gender
Skill
Personality
Hobbies
Habits
Behavior
Attitude
But…..over time,
behavioral preferences
will rule!
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Team Dynamics – Typical Stages in Teams
Team Stages
Rejection
The group becomes a
collective human energy of
behavior going through the
stages of integration,
emulation, tension and
rejection
Tension
TEAM
Integration
Emulation
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The #1 Habit of Successful Teams
Propensity to
Own
Propensity to
Hand-Off
Simplification
Resilience
Propensity to
Change
Handling
Frustration
Team
Inclination
Individual
Inclination
Self-Motivation
Routine
Problem Solving
Responsiveness
Innovation
People-Positive
Discipline
Handling
Conflict
Altruism
Self-Confidence
Leadership
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Why is it Important?
We expect everything faster …
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Why is it Important?
Responsiveness is the perception of quality …
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32. 4. Practical Use of
Behavioral Analysis
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Leveraging Behavioral Information
1
Understand where you are now …
2
Plan & develop for
performance …
3
Replicate success …
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Case Study – Team Leaders
World’s largest bakery
Fanatical about execution
Senior managers often unique compared to
their teams
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Case Study – Team Bias/Balance
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Case Study – Communications Industry
Is a call center agent a call center agent?
“agent”
“inbound”
“virtual”
“early” “day” “late”
“office”
“outbound”
“virtual”
“office”
“early” “day” “late”
“technical”
“other”
“virtual” “office”
“early” “day” “late”
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37. 5. Summary & Questions
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Takeaways
1. Behaviors (what we do) can be observed
and measured accurately.
2. Don’t underestimate the impact that
behaviors have on performance and
engagement
3. Diversity of behavior is an asset and a
liability
4. Habits & behavior RULE the teams that you
are working with today
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Recommended Reading
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Shadowmatch Tools & Resources
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linkedin.com/in/adrianwood1/
Adrian Wood
co-founder
16633 dallas parkway, ste 600
addison, texas 75001
office 972.588.3365
cell 972.849.9276
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41. Thank You
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