When we think of leadership in business we think often of strategy (the decisions made by a leader to create a successful company) and culture (the leader setting and spreading the company’s environment and social guidelines). What we don’t think of often enough, however, is guiding employees’ behavior. Every one of us is capable of guiding the behavior of others. It’s not magic. It’s about paving the way for your employees to realize their potential. And with some basic psychology, you can help your employees be the best version of themselves, and thus improve their contribution to your business. The keys are identifying the critical factors required to influence behavior and developing a strategy to incorporate them.
Bridging the Disconnect
The main reason so many leaders have a tough time influencing their employees’ behavior is because they fail to see the disconnect in the incentives and thought process between an owner/leader and an employee. In the book Ownership Thinking, the author, Brad Hams, details the differences between “employee thinking” and “ownership thinking.” While owners typically think about profits, cash flow, risk, competition, employees and cost controls, employees think about their paycheck, benefits, job security, work environment, and doing their job to the best of their ability. The incentive structures for owners and employees aren’t at odds—but they are different. Self-preservation is the most powerful instinct we have as humans. The decisions you make for the benefit of the business are ultimately for your personal benefit. Employees will do the same. They will work to do a great job if it means they will personally benefit. Recognizing this fact is the first step to successfully guiding your employees’ behavior.
These incentives are often in alignment—in general, the better job your employee does, the better off the business is, and vice-versa. But because of the assumption of alignment, leaders often miss the opportunity to bring those incentives structures even closer together, to the benefit of both the business and the employee. Put simply, there’s more you can do.
How to Influence Employee Behavior
Psychological research has recognized some key factors that influence behavior. In a business setting, these are:
Does your employee understand the why? Actions without purpose can and will be seen as ineffective or even pointless. You must ensure that employees understand the “why” of what they’re doing. Whether that is a larger goal or something more transactional, employees need to know why they are doing it, and that it will benefit both them and the business.
Are there external factors interfering with your employees’ failure to meet your standards? Whether it’s an ineffective software platform, a rift with a coworker or simply a bandwidth issue, you must identify and rectify any outside factor that is hindering your employees’ ability to perform. Set them up for success, and you shall have it.
Is your employee qualified to do the job? Your employee may have the work ethic and ability to get the job done, but do they have the requisite training? Do they understand the mission? If they don’t—that’s your fault. Again, set your employees up for success.
Do you understand your employees’ mindset? If your employee understands the purpose of the job, has the requisite skillset and training, and clearly understands the expectations, then you’re in the clear right? Wrong. An employee might have an emotional roadblock that manifests as an irrational fear—a fear of tough conversations, fear of making a mistake, etc.—that you must help them overcome. Finding these fears can only be done through communication over time. Building trust and rapport with your employees can open better two-way communication, where you are not afraid to ask the right questions, and the employee is not afraid to answer.
Are you utilizing social networks? Not social media, but group behaviors. Are there intentional cultural norms at your company? As an example, many big financial firms in New York have a culture of relentless hard work and hustle. Employees at these institutions reinforce that culture through unspoken competition—everyone wants to outwork each other. Does your staff positively influence each other in such areas as high performance, loyalty, or working collaboratively as a team? If so, leverage it. If not, institute it!
Does your employee have confidence? Confidence is just as important, if not more important, than technical skills. Sometimes an employee just needs a confidence boost to be able to believe that they can do the job—and are the right person for the job. Instilling confidence can come in many forms, but communication over time, and the right acknowledgement at the right time can turn a fearful employee into an unstoppable powerhouse.
Bringing it All Together
Every situation, every business and every employee are unique. But there are a few tactics to ensure that you are getting the very best from your employees, and it starts with communication. Make regular two-way communication with your employees a regular part of your day and week and month. From the technical side, make sure that your employees are fully prepared, and understand the mission. These two things will bring the incentive structures even closer in alignment and set all parties up for shared success.
