Last week we took a look at the things that frontline managers can do to make behaviour inefficient, and thereby ensure poor performance from their team.
These factors were originally identified by Thomas Gilbert who trained under the founder of behavioural psychology, B.F. Skinner. I suggested that since these factors lead to lower employee productivity (and inevitably lower business unit performance and profit), we can deduce that they are likely to have a significant impact on employee engagement or motivation.
This week we’ll take a look Gilbert’s model for engineering high performance. And we’ll compare the factors in that model with the key drivers of employee engagement identified through global research.
You’ll remember from last week that Gilbert applied the Skinnerian ABC model to the world of work. This suggested that for adequate performance to occur, several conditions needed to be met. Using the example of walking into a dark room and turning on the light we can break down the components of behaviour as follows:
For those who haven’t come across the term ‘Employee Engagement’ before, it’s simply a new term for ‘employee commitment’, or good old-fashioned ‘employee motivation’.
In order to get the change in behaviour you need from your team members (or child, spouse, partner or friend) you need to guide their thinking.
Why would you ask questions to kick butt?
Leadership training fails. Actually, you already know this.
I’ve just been reviewing a case study on the outcomes of Frontline Leadership consulting, training and support work we’ve been undertaking with one of our clients. There were key frontline leadership problems described which echo what I’ve been hearing from many clients and prospective clients.
After the Christmas stuffing, I put my feet up over New Year and watched Star Trek.
Relationships.