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Jerry Jones Isn’t Winning.

Categories: Feedback, LeadershipTags: , , , Author:
Recently, I was watching ESPN and a panel of football experts were talking about a player that appeared ‘out of control’ on the side lines the previous week (shouting at coaches and other players). The owner of the team was quoted as saying that he planned to be on the sidelines more often after this incident.  His obvious intentions were to be helpful- to make the sidelines a better place – but the panel was quick to point out the potential negative downstream impact of the owner’s actions on not only the head coach, but the rest of the coaching staff and players. They mentioned things like “undermining the authority of the coach,” and “sending the message that the coach isn’t doing his job as a leader.” What was fascinating to me is that in the sports world, this seems pretty obvious to us. When the owner starts showing up on the sidelines after an incident or bad game, there’s usually trouble. We also can clearly see the potential damage that this kind of rank-jumping does – it creates an environment of uncertainty, and an environment ripe for R- behavior.
So why is it so hard for us to identify this in the business world, where this kind of rank-jumping happens all of the time? Being aware of our downstream impact and what kind of message we’re sending as leaders is of utmost importance for creating the right environment where people can be successful. Maybe we all need Tom Jackson and Chris Berman to talk about our behavior on TV every Sunday – but I can imagine some leaders who wouldn’t be too pleased with this idea.

Why Initiatives Fail

Categories: Behavior change, BMT Courses, Feedback, Leadership, TrainingAuthor:

I gave a presentation on this topic at the BMT Fed Leadership Conference in Manchester in May 2013.  Here is a short excerpt from that talk.

Click to view the 8-min video:  Why Initiatives Fail – John Austin

Most change initiatives fail. 

That’s the simple truth.  In fact, most experts suggest that upwards of 70% of them fail.  You can check my stats here by Googling “Why initiatives fail.”  If you’ve spent any amount of time in just about any job, at just about any level in the organization, you will have seen lots of change efforts come and go.

I suppose this all depends on how you define ‘failure’, but the fact that so many people have written about it suggests there is something going on here. As I was looking through what has been written on the topic – there is so much that I could not read it all – I was struck by the fact that most explanations of how to avoid failure quickly turn aspirational.

“Plan your effort better”

“Realize people are your most valuable asset”

“Communicate the change effectively”

…and so on.

It’s not that these are not reasonable things to consider, but rather that they are not the most important factors. Of all of the articles written about how make change efforts succeed, I have yet to find one that offers a behaviorally sound explanation; an explanation based on behavioral science. The purpose of this blog is to give a quick overview of what the science would suggest is a leading cause of failure among initiatives.

The logic.

Most initiatives are started because results are lacking in some way.  Results are lacking because of the behavior of people – that is, what people are saying and doing. The behavior of people is driven by their local environments – what they see and hear around them from moment to moment.  Therefore, the only way to get the behavior you want out of people is to create an environment in which this will occur.  Most change initiatives are created without ever considering the local environment of the people who will put the initiative into action on a daily basis.  This is a fatal flaw.

Problems with most initiatives.

The local environment is the whole ball game.  That’s what drives the behavior you see.  Here’s a simple example: put your favorite guilty snack on the counter (mine is potato chips) and you’re more likely to eat it.  Throw it away and replace it with fruit and your behavior changes again.

This is the basis of behavioral science and there are countless ways to influence behavior by changing the local environment.  This is the bit of knowledge that successful initiatives manage to get right.

Three problems with most initiatives include:

1)    They are conceived in isolation (without clear knowledge of the local environments in which they will be deployed)

2)    They are constructed from the writer’s perspective, not from the receiver’s perspective.

3)    They do not consider the consequences to the performer for behaving in line with the stated goals of the initiative.

If you want to get yours right, be sure to avoid these predictable mistakes.

Intention versus Impact

Categories: Behavior change, Employee Engagement, Feedback, Leadership, ReinforcementAuthor:

We tend to judge ourselves by our intentions; others judge us by the impact of our behavior.  This makes sense, I don’t know anyone who can read minds so it’s difficult for others to know our intentions but it is easy for them to observe our behavior.  And, if our behavior and intentions don’t seem to match, people are going to believe the behavior no matter what intentions we state.

This means that we can’t just tune into what we hope to accomplish, we need to be good at observing the downstream impact of our behavior.  I have seen numerous examples of managers with good intentions having a negative downstream impact.

For example, many managers intend to make it clear that “safety is a value” but the paperwork and meetings they add to reflect that intention just cause frustration.  Other managers may work hard to avoid micromanaging but come across as not caring.

Here are some simple situations for you to try:

Intention: Positively reinforce behavior                                             
Behavior:  Publicly praise the person 
Impact: ?????

Intention: Give spouse a great gift                                             
Behavior:  Give spouse a fancy new vacuum
Impact: ?????

Intention: Write a thoughtful response to an email
Behavior:  Respond to the email three days later
Impact: ?????

In each of those situations, the impact may have been positive or it may have been negative depending on the person and context.

It is a good idea to articulate your intention along with the behavior so people know what you hope to accomplish and consider giving you some feedback on whether you are over the target.  This might not always be possible, which is why it is important to also get really good at observing what happens after you behave.  The only way to know if you did well is to pay attention to the way others respond, ask, and create the conditions where people will be honest when you do ask.