There is an episode of The Big Bang Theory where Sheldon trains Penny to do what he wants. He uses chocolate.
We are all constantly ‘training’ the people around us but we don’t usually use chocolates and it is rarely deliberate. Because we aren’t even aware we are doing it, we are often inadvertently rewarding behaviours that we don’t want and punishing the behaviours that we do want.
For example, imagine your new enthusiastic staff member stops taking the initiative and starts waiting to be told what to do, what could have caused the change? It might be because you criticised her whenever she didn’t follow the correct procedure and didn’t encourage her when she was proactive. Gradually, over time you shaped her behaviour.
So it seems like a good idea to become much more aware of the impact of our behaviour on others and start to more consciously reward people when they do what we want.
But people can feel manipulated by this approach. You don’t want to be like Sheldon.
So what is an approach that feels more ethical and less like manipulation?
To be collaborative. Rather than deciding what behaviour I want to shape in the other person, I ask them directly, ‘Who do you want to be at work? What behaviours do you want to demonstrate? How would we recognise those behaviours? How can I support you in those behaviours?’
It is also helpful to acknowledge that these interactions work both ways. So I talk to my direct reports about how I want to behave as a manager. And then I ask, ‘Would that work for you? Are you willing to encourage me when I do those behaviours? And let me know when I am drifting away from them?
This more collaborative, transparent approach builds trust and engagement. How could you apply it at work this week?
You might also want to take a look at this earlier post on the 10 factors to consider when rewarding staff.
Facebook is amazing at building and maintaining engagement. From a behavioural science perspective, Facebook is set up in a way that encourages engagement. How does it do it and what can it teach us?
1. Facebook makes it very, very easy to give positive feedback. In fact, it isn’t just easy, it is actually feels good to click the ‘like’ button (or is that just me?).
Research suggests that team members need around 3 pieces of positive feedback for every piece of negative feedback. Not many employees are getting even close to that. So when you are reviewing a piece of work, find some way to communicate all the things you like about what has been done rather than just focussing on what needs to be changed.
2. On Facebook (and in life), feedback shapes behaviour. We notice what behaviour seems to get a lot of positive feedback and what gets ignored and over time we change our behaviour. At work, desired behaviour is often ignored, apart from occasional larger gestures – an employee of the month award; a bonus at performance review time; an acknowledgement in the team meeting. In terms of behavioural psychology, what happens on Facebook is much more powerful. Aim to give positive feedback, frequently and real-time, don’t worry if it is just small. Think of the ‘like’ button!
3. Facebook understands that people crave connection and that connection is important in building engagement. Gallup found something similar in the workplace, they found that ‘having a best friend at work‘ is associated with improved performance. We also know that leaders who focus too much on getting the task done and ignore the importance of encouraging team members to build relationships tend to have dissatisfied and disengaged teams. So what can Facebook teach us about how to build connection?
4. Facebook understands that what actually builds connection is lots of little interactions about ordinary things. Sharing a joke. Saying how tired you feel because the kids have been up in the night. Sharing something you find interesting. So, those chats in the office kitchen aren’t time wasting (unless they go on for hours!) – they are building connection and engagement.
So, to get Facebook-like engagement, managers might want to build some habits around giving frequent positive feedback, encouraging people to create connections with each other and valuing those chats in the staff kitchen.
How likely is it that your team would say ‘Yes’ in response to the following statement?
‘My supervisor, or someone at work, seems to care about me as a person’
If they do say ‘Yes’, would you be one of the people they think of as demonstrating ‘caring towards others’?
Gallup has found that people who answer ‘Yes’:
- Are more likely to stay with the organisation
- Have more engaged customers
- Are more productive*
So, caring about your employees/co-workers seems to be a good idea. But, so often this comes across as fake and, in my opinion, fake interest is worse than no interest at all.
In order for this to feel authentic to both you and others, it needs to connect to a deeply held value. So, my question for you is: Who do you want to be at work? How do you want others to see you? If ‘caring’ is a value you want to enact at work then not only will you feel authentic and vital but you might just be adding to the bottom line too!
* Taken from Vital Friends – Tom Rath