{"id":133305,"date":"2024-10-21T15:17:05","date_gmt":"2024-10-21T19:17:05","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=133305"},"modified":"2024-10-25T15:34:27","modified_gmt":"2024-10-25T19:34:27","slug":"change-employee-behavior","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/change-employee-behavior\/","title":{"rendered":"How to Change Employee Behavior: 3 Factors to Target"},"content":{"rendered":"\n

How can you change unwanted employee behavior? What types of behaviors should managers target?<\/p>\n\n\n\n

The first step of Aubrey C. Daniels\u2019s management approach is to identify the desired behavior by clearly defining your objective. The objective may be to solve a problem, like frequently missed deadlines, or achieve a goal, like heightened productivity. <\/p>\n\n\n\n

Keep reading to learn how to change employees’s behavior by identifying what you want out of them first.<\/p>\n\n\n\n\n\n\n\n

Identify the Desired Behavior<\/strong><\/h2>\n\n\n\n

To change employees’ behavior, Daniels recommends that you start by establishing the objective; then, work backward and decide which employee behaviors are most likely to lead to those desired results.<\/strong><\/p>\n\n\n\n

(Shortform note: Many experts agree with Daniels that backwards goal-setting<\/a> is a powerful technique for achieving success. For example, in The 7 Habits of Highly Effective People<\/em><\/a>, <\/em>Stephen R. Covey emphasizes the importance of defining your end goals<\/a> before changing your behavior<\/a>, as this allows you to focus your intentions and efforts in the proper direction. Covey recommends this approach to both businesses and individuals who are seeking greater success or fulfillment.) <\/p>\n\n\n\n

Daniels notes that often, executives are the ones who identify objectives\u2014they\u2019re responsible for knowing the company\u2019s mission and values, so they have a better idea of what the company needs employees to achieve. In contrast, managers are responsible for implementing the behavioral strategies needed for employees to achieve the desired objective. <\/p>\n\n\n\n

(Shortform note: In Conscious Capitalism<\/em><\/a>, <\/em>John Mackey and Raj Sisodia draw a similar distinction between executives and managers. They write that executives supply the ideas that help companies make progress, while managers put those ideas into practice. Mackey and Sisodia argue further that to be effective, executives and managers must be enlightened<\/em>\u2014they should aim to build a business that improves the lives of everyone it touches, especially employees. If you want to integrate this wisdom with Daniels\u2019s approach, consider Mackey and Sisodia\u2019s tips for enlightened leaders and managers<\/a>, which include developing your emotional intelligence, acting with integrity<\/a>, and encouraging experimentation.)<\/p>\n\n\n\n

As you decide which employee behaviors to target, Daniels suggests that you consider three factors. Let\u2019s explore each.<\/p>\n\n\n\n

Factor #1: The Behavior Should Be Achievable for the Employee<\/h3>\n\n\n\n

Daniels suggests that behavioral interventions are best suited for cases when an employee is undermotivated<\/strong>\u2014when they\u2019re capable of achieving excellence, but they don\u2019t want to for one reason or another. Daniels\u2019s methods are not as helpful when the employee is simply underequipped to perform the desired behavior. If they lack adequate know-how or resources, you should address that\u2014for example, with additional training\u2014before asking them to change their behavior.<\/p>\n\n\n\n

(Shortform note: How can you tell the difference between an employee who\u2019s undermotivated and one who\u2019s underquipped? Here are a few signs to watch for: Undermotivated employees<\/a> usually perform tasks correctly, but they only do the bare minimum. They might resist taking on new responsibilities, express dissatisfaction with work more often, and exhibit little enthusiasm. In contrast, underquipped employees<\/a> often struggle to complete tasks<\/a> correctly and consistently. They might frequently ask for help, make repeated errors, or show their frustration with the tools and training provided. Identifying these signs can help you determine whether to address motivational issues or provide additional training and resources.)<\/p>\n\n\n\n

Factor #2: The Behavior Must Directly Contribute to the Objective<\/h3>\n\n\n\n

Daniel says that before you decide to target a specific behavior, you should consider how it contributes to the objective. If an objective depends on external factors beyond an employee\u2019s control\u2014like market conditions, organizational constraints, or actions by other departments\u2014then targeting that employee\u2019s behavior won\u2019t garner the results you want to achieve. Instead, Daniels says you should focus on empowering employees<\/a> to take ownership of behaviors that have a direct impact on the objective.<\/strong> <\/p>\n\n\n\n

For example, say that your objective is to boost sales. It would be inappropriate to ask a salesperson to increase the number of customers entering the store, as that\u2019s influenced by factors like location, advertising, and external demand\u2014things that are largely out of their control. But you could consider targeting behaviors like whether the employee proactively reaches out to prospects, uses upselling and cross-selling techniques, and follows up on leads. <\/p>\n\n\n\n

(Shortform note: Daniels\u2019s recommendation to focus on behaviors that employees can control aligns with insights from Thinking in Systems<\/em><\/a> by Donella Meadows. Meadows argues that the world is made of complex systems<\/a> where outcomes are influenced by multiple interconnected factors, many of which are beyond an individual\u2019s control. In these cases, trying to target one isolated behavior without accounting for external variables can be ineffective. Instead, Meadows advises focusing on “leverage points<\/a>“\u2014areas within the system where small changes can have a significant impact. Similarly, by targeting employee behaviors that directly influence an objective, managers can better leverage their efforts and achieve more meaningful results.)<\/p>\n\n\n\n

Factor #3: The Behavior Must Be Specific and Measurable<\/h3>\n\n\n\n

Daniels clarifies that you should ensure you\u2019re targeting <\/strong>behaviors <\/em><\/strong>that are specific and measurable<\/strong>, <\/em>rather than attitudes or personal qualities, which are subjective and hard to change from the outside. This ensures that both employees and managers have a clear understanding of what the desired behavior looks like and how progress can be tracked. For example, setting a goal to \u201cimprove customer service\u201d is too broad and open to interpretation, whereas a goal like \u201crespond to customer emails within two hours\u201d is specific and measurable.<\/p>\n\n\n\n

(Shortform note: Although Daniels says managers should avoid targeting attitudes or personal qualities, it\u2019s OK to target problematic behaviors <\/em>that are rooted in bad attitudes and personality traits. In The Asshole Survival Guide<\/em><\/a>, <\/em>Robert Sutton advises this approach, encouraging managers to impose negative consequences for rude employees as a way to discourage their bad behavior. Other experts concur, and echo Daniels in that when doing so, you should give precise feedback<\/a> about the specific, measurable behavior you want to change. For example, if an employee constantly interrupts others, you might say, \u201cI noticed you interrupted people five times during our last meeting. In the future, let others finish speaking before you jump in.\u201d) <\/p>\n","protected":false},"excerpt":{"rendered":"

How can you change unwanted employee behavior? What types of behaviors should managers target? The first step of Aubrey C. Daniels\u2019s management approach is to identify the desired behavior by clearly defining your objective. The objective may be to solve a problem, like frequently missed deadlines, or achieve a goal, like heightened productivity. Keep reading to learn how to change employees’s behavior by identifying what you want out of them first.<\/p>\n","protected":false},"author":14,"featured_media":134157,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[34,14,30],"tags":[1632],"class_list":["post-133305","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-communication","category-management","category-work","tag-bringing-out-the-best-in-people","","tg-column-two"],"yoast_head":"\nHow to Change Employee Behavior: 3 Factors to Target - Shortform Books<\/title>\n<meta name=\"description\" content=\"There are productive ways to change an employee's behavior without scolding them or treating them badly. 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