Tag Archives: behavior
Many behaviors can be modified once an employee realizes the behavior is not productive or will get in the way of career progress. A large part of a supervisor’s job is to give informal feedback as well as formal feedback that enables employees to make adjustments and learn new behaviors that work for everyone.
The issue is this: some employees don’t want to adjust their behavior or are literally unable to do so because the behavior is hard wired.
These behaviors include employees who…
- Put themselves and their own goals before their team or organization.
- Know their behavior “ruffles feathers” but don’t care.
- Spend time talking behind others backs for their own amusement or to stir up trouble.
- Seem to re-write history or current events in their own minds to suit themselves.
- Are “legends in their own minds” who rate their abilities much higher than others rate them.
- Have an entitlement mindset that makes them feel they are owed much more than others.
- Don’t feel they have anything to learn; they know it all!
- Think they are smarter than everyone else.
- Don’t take initiative and wait to be told to do something.
- Are just “marking time” and are not interested or passionate about the company or industry.
It can be very frustrating to give feedback that doesn’t go anywhere. At some point, however, a supervisor needs to document unproductive behavior, and “manage out” employees who can’t or won’t change.
For further reading, see my article: What Do You Do When an Employee is a “Legend in Their Own Mind?”
Get DiSC® for Improved Communications and Teamwork
One of the biggest causes of conflict is the different styles your employees bring to work. There are several assessments that provide information about the many different ways people choose to communicate, interact, and view the world. The most effective tools, in my experience, are the DiSC® and The Five Behaviors of a Cohesive Team® published by Wiley. These tools work on individual communication skills while integrating those skills with being an effective team member. Contact me or Connect with me on LinkedIn to learn more about how to build productive employees and teams.
The three most popular rewards for employees are:
- Gift Card/Salary/Bonus
- Paid Time Off
I’m sure you have figured out that recognition and praise can be given as frequently as you wish and there is no cost for a little bit of time and positive reinforcement. There are many ways to give praise, but for it to be effective, it has to be genuine.
To ensure your praise has maximum impact, at least once or twice a year you need to give your employees recognition that is detailed and specific. You need to go beyond a “good job” or a brief and sincere “thank you!”
How do you do this effectively? You may want to jot down some thoughts ahead of time. Be sure to reserve some time together to converse and review your praise with your employee. Don’t review work or tasks. Make this meeting “about them” and special.
By giving timely and precise praise (praise that mentions specific behaviors) in a setting where you give the employee an opportunity to absorb your words, you help build a relationship of trust. As you gather your thoughts, be sure to list the impact of their behavior — increased sales, customer retention, making the team look good — are all impacts of their positive behavior. If you emphasize the value your employee adds by performing the way they do, they will be more likely to repeat or grow this behavior in the future.
This kind of thoughtful praise is very meaningful to your employees. Everyone wants to be noticed, recognized, and commended. Engaged employees are more productive, profitable, create stronger customer connections, and stay longer with their company than less engaged employees. So take the time to do it right.
Get DiSC® for Improved Communications and Teamwork
One of the biggest causes of conflict is the different styles your employees bring to work. There are several assessments that provide information about the many different ways people choose to communicate, interact, and view the world. The most effective tools, in my experience, is the DiSC® and The Five Behaviors of a Cohesive Team® published by Wiley. These tools work on individual communication skills while integrating those skills with being an effective team member. Connect with me to learn more about how to build productive employees and teams.
How many times have you left a meeting where a decision has been made only to hear at least one team member tell others later they don’t really support the decision made?
When team members don’t really commit to a decision it can affect productivity in a big way! Some reasons team members don’t commit are:
I have included a link from Patrick Lencioni, author of, The Five Behaviors of a Dysfunctional Team. In his video, he explains the importance of commitment and makes a huge distinction between commitment and consensus. Driving for consensus takes way too much time and can result in poor decisions.
Creating clarity around direction and priorities, as well as aligning the team around common objectives, sets the stage for commitment. Letting all team members have their say and give their opinion is also crucial to getting commitment. Once everyone has shared and a decision has been made, you need to make it clear that all team members need to support the final decision inside and outside the room.
Your team member will need help at some point. Do you know when to offer it?
Productive team members not only communicate constructively and have learned to trust each other, they help each other! Your fellow team member has learned to count on you as a reliable counterpart who has been an active participant, gets work done, and does his/her fair share to work hard and meet commitments. The question is…when do you reach out and offer help?
I have heard many people caution others to “stay in their lane.” This phrase is often directed at fellow team members who tend to be “busy bodies” or “braggers” and have a reputation of making it their business to interfere in other employees’ work or department(s).
Two Ways to be a Supportive Team Member
Team players with commitment have shown a genuine desire to look beyond their own piece of the work and care about the team’s overall performance. They treat fellow team members with courtesy and consideration — not just some of the time but consistently.
1. Offering Help — Attentive, involved team members usually know if someone is open to further discussion or input. A helpful team member has learned over time enough about their teammate’s personality styles, goals, and plans to offer suggestions or solutions to achieve the team’s success.
- He or she responds to requests for assistance and takes the initiative to reach out and offer help.
- Good team players figure out ways to work together to solve problems and get work done. In addition, they show understanding and the appropriate support of other team members to achieve the combined end result.
2. Active Listening — Keep in mind that there are team members who don’t actually want help — they want someone to just listen, support, and recommend. Effective communication is a vital part of any team, so the value of good listening skills can’t be underestimated.
- Your team members will appreciate your “listening ear” and come back when they need additional support or to solve a problem.
- Team members need a support person who can absorb, understand, and consider ideas and points of view from them without debating and arguing every point.
- Team members need someone to listen first and speak second so that a meaningful exchange of ideas can occur. Ask probing questions and acknowledge what’s said by paraphrasing points that have been made.
Take the time to help your fellow teammates, no matter the request. You can bet there will be a time in the future when you’ll need some help or advice. And if you’ve helped them, they will want to reciprocate.
The Help You Offer a Teammate Can Be as Simple as Listening
With the support and aid of the DiSC report you can give employees a look into themselves – an awareness of their unique behaviors and construct a plan to help modify what doesn’t work. DiSC is nonjudgmental and helps people learn about and discuss their behavioral differences and will improve their work productivity, teamwork, and communication.
We all know when people laugh and interact, they learn! It has been my pleasure to participate in one of Patrick Lencioni’s workshops and to apply his terrific book and related materials to build highly functional teams.
The Five Dysfunctions of a Team
Many of you know Wiley Publishes the book “The Five Dysfunctions of a Team” and created an amazing team assessment, “The Five Behaviors of a Cohesive Team(R).” For all of us who love using the Everything DiSC(R) Assessment this is a dream combination! The new team assessment includes Everything DiSC embedded in it!
Speaking of laughing…I have included a link to a video of Patrick as he gives an overview of the Five Dysfunctions of a Team. It is long. You will want to watch at least the first 10–15 minutes. Once you start you will probably want to finish it!
Working with your internal teams and helping them be more productive is a great use of your time and talent!
In the next few weeks I will feature each behavior and include more fun and entertaining videos. I am also happy to send you a sample Team Report. Please connect with me, provide your email address and I will send you a copy so that you can see how the information gives you great direction on team behavior and areas where you need to work to build a stronger team.
Positive or negative — politics happen. “Office politics” are the strategies that people play to gain advantage, personally or for a cause they support. This term often has a negative undertone, in that it refers to strategies people use to seek advantage at the expense of others or the greater good. In this context, it often adversely affects the working environment and relationships within it.
We have all been in meetings where major issues have been discussed and important decisions have been made. The leader assumes or is even told that every team member is on board and supports the final decision.
How to be a team leader
In many cases some of the team members have no intention of implementing the decisions; in fact some team members will actually advocate not following through with others on the team. What can a leader do? Be a model of integrity to your team, and discourage politics within it.
Here are some suggestions from the terrific book, “The Five Dysfunctions of a Team®” by Patrick Lencione.
Through all team interactions the role of the leader is clear. He or she has to be comfortable making a decision that can sometimes be “off the mark.” No one makes correct decisions 100% of the time!
Get DiSC® Facilitation Trainer Certified
Take a leadership role with Wiley’s Cohesive Team Tools and become certified in the Everything DiSC Facilitation Trainer program. With these new skills, you can be invaluable at shaping the dynamics and culture of your organization. You will learn and experience the Everything DiSC™ model, its applications, and research, as well as receive hands-on experience using the facilitation materials. The results you get will ensure better onsite teamwork, less mediator time and improved employee morale. Oh, and you instantly become more valuable to the leadership team!
Training class times and dates are filling up. Click here to find out more about the Everything DiSC program. More importantly, connect with me on LinkedIn or contact me with any questions you may have.
While there are those who talk too much during meetings, monopolizing the conversation in need of details, there are those who don’t talk at all. The good news is there are tips you can follow to get all team members to participate.
If you are leading a team or advising other team leaders here are some suggestions:
- Educate your team members about their DiSC styles and the role it plays in the success of the team project. Help them understand how each team member can appreciate and encourage other members’ individual contribution comfort levels during meetings.
- Ensure everyone talks by calling on each person in the meeting for key questions and ask for their thoughts. Another tactic is to ask each individual to contribute one point or idea to a given subject before moving on to the next one. The more you engage the group, the more comfortable and interactive the group becomes.
- For team members who don’t like to speak “off the cuff,” give them time to deliberate about what topics they need to address by sending them ahead of time. Preparation is key to this personality.
- You may also create small group brainstorming activities around different key areas and ask members of each group to share feedback on their group’s discussions, thoughts, and concerns.
- When calling on reluctant participants, be sure to leave lots of time for them to speak. Don’t rush them! Give them time to collect their thoughts.
Be sure to let us know how these tips work for you!
Use the DiSC to Get All Team Members to Participate
Take this easy assessment and discover how the DiSC can help reluctant talkers open up during meetings.
We help individuals and companies streamline their communications with Everything Disc® Profile from Wiley Publishing. Not only are you able to better understand your own style, but also assess other styles to aid in bridging communication gaps with your leadership.
To learn more visit our Website.