BES-t Practices Training Phase 3 Counseling – Behavior Modification

80/20 rule Top 20% Bottom 80% Low effort – Low reward, Low positive effect on other people Low long term effect on Self High effort – High reward High positive effect on other people High effect on Self Focusing on the “Greater Good” of all involved Focusing on “Comfort” This is a choice each person makes

Poor Behavior What is poor behavior? Poor behavior is when an individual or group of individuals behavior reflects their own“Self-Interests” at the expense of the “Greater Good”. What are some examples of poor behavior in our business? Who does it affect? What is the most common reason we allow poor behavior to continue?

Necessary Endings A Necessary Ending is something that needs to stop, be removed or discontinued before progress can be made. What are some examples in an average families home life that may require Necessary Endings? In the average small business? In an average Papa Murphy’s store?

Necessary Endings Necessary Endings can come in the form of poor behaviors or habits, wrong assumptions, bad intentions, poor communication, lack of understanding, foolishness or lack of competence or commitment to do the task. When we fail to put an end to poor behaviors we compromise the future success of all parties involved or the Greater Good.

Necessary Endings When we are faced with poor behavior we can choose to do one of three things: Contribute to the problem by your acceptance of it (passive). Declare war against it! Purge it from your presence!(aggressive) Address it with respect and professionalism with a result that benefits the Greater Good. Commit to results.

The best leaders don’t solve everyone else's problems, they help others to solve their own. The worse thing we can do for someone is simply remove their problems for them.

Behavior Modification requires you to address the issue. 4 Stages of Behavior Modification. Plan Confront Solve Follow-up

Planning Preparation for counseling session: – Identify the problem. – Gather additional information if necessary before placing judgment. – Determine the source of the problem. – Determine if there is something you could have done to prevent this problem from happening. Take responsibility for only your part.

Planning Confront the issue head on with professionalism and respect. – Do not procrastinate, avoid, overlook or make excuses for the problem. – Be respectful and professional. Never use anger, raise your voice or talk down to anyone. – Do not manage using the “Doghouse” method. Treat all employees with respect, even the under performers or less favorite employees

Planning Arrange a counseling session to meet in private with the employee. – Do not counsel on the spot at the time of the infraction. Meet after the fact within a day if possible. – Meet in person at a time and place that you will not be interrupted

Confront the issue Tell the employee the purpose for the discussion. – Make eye contact. – Identify the problem behavior simply and clearly. Don’t beat around the bush with more information than is necessary. – Take responsibility for anything that could have done to help prevent the problem from occurring (better training, communication etc.) but do not let them off the hook for their responsibility. – Review the standards or proper procedure identify where the employee has fallen short.

Confront the issue Seek the input from the employee about the cause of the problem. Listen well – Ask for an explanation. “Can you tell me why…?” – Wait for a response patiently. Do not break the silence too soon. – Listen and allow the employee to speak without interruption

Confront the issue Establish a mutual understanding of the problem. – Ask questions for clarification. “Are you saying…?”, “Can you tell me what you mean by…?” – Summarize your understanding and repeat back to the employee to get confirmation. “So if I understand you right…” – Communicate your perspective of the problem respectively. – Focus on behavior not on personality or attitude.

Solve the problem Discuss a solution to the problem. – Ask the employee what they believe the best solution of the problem is. You may use leading questions to direct them toward a solution. – Brainstorm together to identify ideas for a solution. Don’t compromise desired outcome. – Where possible jointly identify a solution to the problem; otherwise, identify your desired solution.

Solve the problem Communicate the solution of the problem and your expectations going forward (Verbal or written). – Clarify the employee's understanding of your expectations concerning the situation. – Try to get a commitment from the employee to own and resolve the problem. – Identify a clear, measurable goal and a time for completion. – Communicate the urgency of a resolution and explain why it is important. – Let the employee know that possible disciplinary action may follow if the problem is not corrected. – Be specific on what those consequences are.

Follow-up Restoration: – Re-affirm the employee and communicate your confidence that they are capable of correcting the action. – Look for reasons to provide affirmation as to give them hope for a successful turn around. – Look opportunities for them to show you their progress.

Follow-up Follow-up: – Identify and praise progress. – Reward positive behavior. – If no improvement, follow through with the disciplinary action that was previously communicated. Do what you said you were going to do.