Employees succeed with the right combination of aptitude and attitude. Technical skills are insufficient if poor behaviors dominate. Great behaviors cannot overcome basic technical failures.
Most managers are effective when discussing a hard-skills gap with employees. “Liz, when you seal a sterile container, make sure this checklist is followed, including a label with the seal date.” Easy. The discussion is all business, not personal. The skills can be trained. There is often a right way and a wrong way.
Behavior and attitude issues are different. Employees (and managers) bring their own versions to work. Our genetics and years of living formed patterns. No training class or checklist can cure behavioral problems quickly. There are fewer rights and wrongs. It seems too personal.
Because it is hard, many managers avoid conversations about behaviors until something blows up. “You make me crazy when you act like that!” “You are hard to work with, everybody says so!” “You’re fired!”
When we train managers in communications skills, tools and acronyms help them transfer new knowledge to the workplace. One of my favorites is B.I.T. Instead of getting angry and ranting, have a “Behavior-Impact-Tomorrow fit” the next time behavioral problems cause work problems.
Focus on the observable behavior, not your guess at intent. For example, if you tell an employee “you are rude to team members during our project reviews and shut them down,” you are assuming the intent to shut people down. The employee will become defensive and never agree they meant to be rude or to stifle debate.
Instead, describe the observable behavior: “Several times during our last team meeting, you interrupted before the other person finished their thought. This has happened in other meetings as well.”
Next, describe the impact of this behavior. “When you interrupt someone who is trying to explain their idea, several things happen. It can prevent us all from learning something valuable. It can chill others from challenging your ideas. It also hurts your ability to receive a fair shot for your own ideas. For example, I saw Mary back off her idea yesterday when you interrupted before she finished a sentence.
“Tomorrow, I expect you to listen well to teammates and work hard to understand what they are saying. Ask them questions to understand their ideas. Hear them out before you ask them to hear you. Tomorrow, spend time listening to the speaker to understand, rather than inserting your response. Sit on your hands if you need that reminder. It will benefit you and the team.”
“Stop interrupting people!” is better than ignoring the problem, but providing a tool or technique works best. Describing the future state and giving more feedback after the next meeting make your expectations concrete.
Getting the very best from every employee is a manager’s main purpose. Motivation, rewards, clarity, engagement and recognition all play a part. Coaching and corrective discussions can be just as important, especially when behavioral problems prevent excellent performance.
Bruce Clarke, J.D., is CEO of CAI, helping more than 1,000 North Carolina employers maximize employee engagement and minimize employer liability. For more information, visit www.capital.org.