Becoming the Evidence-Based Manager, 2nd Edition

1. Evidence-based management drives organizational success

Few of us would expect a neurosurgeon to remove a brain tumor or an architect to design a bridge by drawing on intuition alone.

Science-backed practices. Evidence-based management applies rigorous research and data to decision-making, rather than relying solely on intuition or tradition. This approach leads to more effective hiring, employee development, and organizational strategies. By leveraging proven techniques, managers can significantly improve team performance and execute desired strategies with greater success.

Practical implementation. Evidence-based managers use tools like structured interviews for hiring, behavioral observation scales for performance appraisals, and goal-setting techniques for motivation. They also stay informed about the latest organizational psychology research and apply findings to their management practices. This scientific approach helps avoid common pitfalls and biases in decision-making, leading to better outcomes for both employees and the organization.

2. Hire high performers using structured interviews and job simulations

The situational interview assesses an applicant's intentions for dealing with situations likely to arise on the job.

Structured interviews. Unlike unstructured conversations, situational interviews present candidates with job-related scenarios and ask how they would respond. This method is highly effective at predicting future job performance. Patterned behavioral description interviews, which ask about past behavior, are also valuable predictors.

Job simulations. These allow candidates to demonstrate their skills in real-time, providing a more accurate assessment of their capabilities. Effective hiring tools include:

• Situational interviews
• Patterned behavioral description interviews
• Job simulations
• Realistic job previews

By using these evidence-based selection methods, managers can significantly improve their ability to identify and hire top performers who are well-suited to their organization's needs.

3. Inspire employees with an affective vision and SMART goals

People will not do what is needed to succeed unless they see and believe that there is a link between those actions and a desired outcome.

Affective vision. An effective vision statement should be memorable, emotionally appealing, and tailored to employees. It galvanizes people to unite under a common cause and set goals. For example, Martin Luther King Jr.'s "I Have a Dream" speech exemplifies a powerful, affective vision that inspired action.

SMART goals. Once a vision is established, set Specific, Measurable, Attainable, Relevant, and Time-bound (SMART) goals. These provide concrete steps to achieve the vision and motivate employees by:

• Creating focus
• Setting up challenges
• Building a sense of accomplishment
• Reducing ambiguity
• Improving performance

Managers should involve employees in goal-setting to increase commitment and ensure alignment with the organization's strategy.

4. Develop employees through functional self-talk and mental practice

Internal dialogue (self-talk) holds the key to performance.

Functional self-talk. This technique helps employees transform negative thoughts into positive, performance-enhancing self-talk. The four-step process includes:

1. Developing awareness of negative thoughts
2. Recognizing positive alternatives
3. Replacing negative thoughts with positive ones
4. Preventing relapse into old habits

Mental practice. Also known as visualization, this technique involves mentally rehearsing specific steps to improve performance. It's particularly effective for tasks with a high cognitive component. Managers can guide employees through mental practice using scripts that include:

• Step-by-step procedures for acquiring skills
• Instructions for visualizing putting steps into action
• Ways to engage multiple senses in the visualization

These cognitive techniques help employees develop a can-do mindset and improve their performance, even in challenging situations.

5. Motivate staff by addressing needs and setting challenging goals

Even if you've armed your employees with a fantastic vision and a foolproof plan of action for goal attainment, you must stay actively engaged to ensure that they see your personal commitment to strategy execution.

Addressing needs. Managers should focus on fulfilling employees' physiological, security, affiliation, self-esteem, and self-actualization needs. This creates a foundation for motivation and high performance. Examples include:

• Ensuring access to healthy food (physiological)
• Providing job security information (security)
• Organizing team-building sessions (affiliation)
• Recognizing accomplishments (self-esteem)
• Offering growth opportunities (self-actualization)

Challenging goals. Setting specific, high goals leads to better performance than vague or easy goals. Managers should:

• Set 3-7 challenging but attainable goals
• Use both performance and learning goals
• Break long-term goals into subgoals for uncertain environments
• Align metrics with goals to reinforce their importance

By addressing needs and setting appropriate goals, managers can create a highly motivating work environment that drives employee performance and engagement.

6. Foster engagement through job resources and work-life balance

Globally, it has been reported that only 21 percent of employees are fully and completely engaged.

Job resources. Engagement occurs when employees have the necessary resources to meet job demands. Key resources include:

• Autonomy in decision-making
• Task variety and significance
• Performance feedback
• Recognition
• Opportunities for growth

Work-life balance. Implementing family-friendly policies can increase engagement and commitment. Examples include:

• Flexible work scheduling
• On-site childcare facilities
• Telework arrangements
• Parental leave

Managers should focus on increasing job resources while minimizing excessive job demands to prevent burnout and foster engagement. Additionally, promoting work-life balance through supportive policies can lead to increased energy and positive emotions that spill over into work performance.

7. Create a psychologically healthy workplace to boost performance

To ensure that your employees are capable of attaining the goals and that they remain committed to attaining them, you need to stay engaged throughout the process.

Psychological safety. Foster an environment where employees feel safe to take risks, speak up, and contribute ideas without fear of negative consequences. This can be achieved by:

• Encouraging open communication
• Valuing diverse perspectives
• Responding positively to mistakes and failures

Mental health awareness. Promote mental health literacy and support within the organization:

• Implement Mental Health Awareness Training (MHAT) for managers
• Encourage early disclosure of mental health issues
• Provide access to employee assistance programs (EAPs)

By creating a psychologically healthy workplace, managers can reduce stress, increase employee well-being, and ultimately boost performance and productivity.

8. Build resilience by linking actions to outcomes and fostering self-efficacy

The empathy box enables you to gather evidence on the outcomes employees expect. To the extent that you understand what these expected outcomes are, you will understand why employees say what they say, why they do what they do.

Linking actions to outcomes. Use the empathy box tool to understand and change employees' outcome expectancies. This involves asking:

1. What positive outcomes do you expect for desired behavior?
2. What negative outcomes do you expect for desired behavior?
3. What positive outcomes do you expect for undesired behavior?
4. What negative outcomes do you expect for undesired behavior?

Fostering self-efficacy. Build employees' belief in their ability to succeed through:

• Enactive mastery: Setting up small wins to build confidence
• Appropriate role models: Choosing relatable examples of success
• Significant others: Leveraging influential people for encouragement
• Functional self-talk: Teaching positive internal dialogue

By helping employees see the connection between their actions and desired outcomes, and building their confidence in their abilities, managers can instill resilience and help team members bounce back from setbacks.

9. Make decisions by examining situational factors and avoiding biases

Very few of us live a charmed existence. Almost all of us experience setbacks.

Situational analysis. Before attributing poor performance to individual characteristics, examine contextual factors that may be influencing behavior. This helps avoid the fundamental attribution error and leads to more accurate problem-solving.

Minimizing biases. To make better decisions:

• Frame the problem correctly by asking lots of questions
• Address subtle politics and consider multiple stakeholders
• Generate several distinct alternatives
• Use multiple criteria for defining success
• Gather information from multiple sources
• Conduct "after action reviews" to reflect on decision processes

By focusing on situational factors and actively working to minimize biases, managers can make more effective decisions that lead to better outcomes for their teams and organizations.

10. Coach employees using behavioral observation and 360-degree feedback

Performance appraisals have two overall purposes. The first is administrative. They produce a written document for justifying who will be promoted, demoted, or laid off, and for explaining who will get no pay raise, a moderate pay raise, or a large one. The second and arguably the more important reason for performance appraisals is developmental and motivational.

Behavioral observation scales. Use appraisals based on observable behaviors linked to organizational strategy. This approach:

• Clarifies expectations for employees
• Provides specific feedback for improvement
• Is perceived as more fair and objective

360-degree feedback. Gather input from multiple sources, including:

• Managers
• Peers
• Subordinates
• Self-appraisals

This comprehensive approach provides a more accurate picture of an employee's performance and helps identify areas for development.

Ongoing coaching. Move beyond periodic appraisals to provide regular feedback and support. Use the GROW method:

• Goal setting
• Reality checking
• Options exploration
• What and when planning

By implementing these evidence-based coaching and appraisal techniques, managers can more effectively develop their employees and drive continuous improvement in performance.

Last updated: July 20, 2024