Bringing Out the Best in People

1. Positive reinforcement is the key to unlocking discretionary effort

Discretionary effort is like loose change in employees' pockets. It is management's job to get them to want to spend it all every day.

Unleashing potential. Positive reinforcement is the most powerful tool for motivating employees to give their best effort voluntarily. Unlike traditional management approaches that rely on punishment or negative reinforcement, positive reinforcement creates an environment where employees want to excel.

Beyond compliance. When applied correctly, positive reinforcement taps into employees' discretionary effort - the extra effort they could give if they wanted to, but aren't required to. This leads to:

• Increased productivity
• Higher quality work
• More innovation and problem-solving
• Greater job satisfaction and engagement

Science-backed approach. Decades of behavioral science research support the effectiveness of positive reinforcement in shaping behavior. By understanding and applying the principles of behavioral psychology, managers can create a high-performance culture where employees are intrinsically motivated to do their best work.

2. Behavior is shaped by its consequences, not intentions

People do what they do because of what happens to them when they do it.

Consequences drive behavior. Despite good intentions or clear instructions, what really determines an employee's behavior are the consequences that follow their actions. Positive consequences (reinforcement) increase the likelihood of a behavior recurring, while negative consequences decrease it.

ABC model. To effectively manage performance, leaders must understand the ABC model:

• Antecedent: What comes before the behavior (instructions, goals, etc.)
• Behavior: The actual actions taken
• Consequence: What happens after the behavior (rewards, punishments, etc.)

Focus on consequences. While antecedents are important for initiating behavior, consequences are what sustain it. Managers should pay close attention to the consequences (both intended and unintended) that follow employee behaviors. By aligning positive consequences with desired behaviors, they can shape performance more effectively than through directives or policies alone.

3. Traditional management methods often rely on ineffective negative reinforcement

Negative reinforcement generates enough behavior to escape or avoid punishment. The improvement is usually described as "doing just enough to get by."

Limitations of negative reinforcement. Many traditional management approaches rely heavily on negative reinforcement - the threat of punishment or negative consequences to motivate behavior. While this can produce some results, it has significant drawbacks:

• Employees do the minimum required to avoid punishment
• Creates a culture of fear and compliance, not engagement
• Stifles creativity and innovation
• Can lead to unethical behavior to avoid consequences

Positive alternative. Instead of relying on threats or punishments, effective managers focus on creating an environment rich in positive reinforcement. This encourages employees to:

• Take initiative
• Solve problems creatively
• Continuously improve their performance
• Collaborate more effectively with colleagues

Cultural shift. Moving from a negative reinforcement-based culture to one built on positive reinforcement requires a fundamental shift in management mindset and practices. It involves retraining managers to look for and reinforce positive behaviors, rather than simply punishing mistakes or poor performance.

4. Effective goal-setting focuses on small, achievable targets

The fastest way to change individual behavior is to set small goals, reinforce effort, and celebrate attainment.

Power of small wins. Traditional goal-setting often focuses on big, ambitious targets. However, research shows that breaking larger goals into smaller, more achievable milestones is far more effective. This approach:

• Provides more frequent opportunities for reinforcement
• Builds momentum and confidence
• Allows for faster course correction if needed

Shaping behavior. The process of setting and achieving small goals allows managers to shape behavior over time. By reinforcing successive approximations toward the desired end state, employees can make steady progress and develop new habits or skills.

Celebration is key. Regularly celebrating the achievement of small goals is crucial. This doesn't necessarily mean grand gestures, but consistent recognition of progress. Even simple acknowledgments can be powerful reinforcers when delivered sincerely and specifically tied to the achieved goal.

5. Performance feedback should be immediate, specific, and tied to reinforcement

Without feedback, there is no learning.

Timely information. Effective feedback is delivered as close to the performance as possible. Delay reduces the impact and can lead to reinforcing the wrong behaviors. Managers should strive to provide feedback:

• In real-time when possible
• Daily for most roles
• Weekly at minimum for longer-term projects

Specificity matters. Vague feedback like "good job" is far less effective than specific, behaviorally-anchored feedback. Managers should clearly describe:

• What behavior or result was observed
• Why it was effective or needs improvement
• How it impacts broader goals or objectives

Link to reinforcement. Feedback alone is not enough to sustain behavior change. It must be paired with appropriate reinforcement. This could include:

• Social reinforcement (praise, recognition)
• Tangible rewards (bonuses, privileges)
• Opportunities for growth or advancement

6. Recognition and rewards must be personalized and meaningful

Whether natural or created, what is reinforcing to a person is highly individualistic.

One size doesn't fit all. Generic recognition programs or standardized rewards often fall flat because what motivates one employee may not motivate another. Effective managers take the time to understand what each individual values.

Discovering reinforcers. There are several ways to identify effective reinforcers:

• Ask employees directly (though be cautious of setting unrealistic expectations)
• Observe what employees choose to do when given free time
• Try different approaches and gauge the response

Beyond money. While financial incentives can be motivating, they're often not the most effective reinforcers. Non-monetary rewards that tap into intrinsic motivations can be more powerful, such as:

• Increased autonomy
• Opportunities for skill development
• Public recognition from respected leaders
• Meaningful project assignments

7. Fluency-based training dramatically accelerates learning

Dr. Kent Johnson estimates that core academic content from kindergarten through the twelfth grade could be taught easily in six years.

Rethinking education. Traditional training methods in both schools and businesses are often inefficient. Fluency-based training, developed from behavioral science principles, can dramatically accelerate learning and skill acquisition.

Key principles of fluency-based training:

• Focus on measurable, observable behaviors
• High rates of active response and practice
• Immediate feedback on performance
• Emphasis on speed and accuracy, not just correctness
• Building to "automatic" levels of performance

Business applications. Companies adopting fluency-based training methods have seen dramatic results:

• Reduced training time by 50-80%
• Improved retention and application of skills
• Faster time-to-productivity for new hires
• More adaptable workforce in the face of technological change

8. Technology changes behavior, requiring adaptable management approaches

Technology changes behavior, and behavior changes technology as problems that people have with the technology lead to modification of the software and hardware.

Rapid change. The accelerating pace of technological change is fundamentally altering how work is done across industries. This presents both opportunities and challenges for managers.

Behavioral impacts. New technologies often:

• Reduce natural reinforcement in jobs (e.g., replacing active tasks with monitoring)
• Increase potential for distraction
• Create anxiety about job security or skill obsolescence

Management implications:

• Increased need for deliberate reinforcement systems
• Focus on continuous learning and skill development
• Careful design of human-technology interfaces
• Proactive planning for workforce transitions

Integration of behavior and technology. For optimal results, organizations should consider behavioral impacts when designing and implementing new technologies. This requires close collaboration between technologists, behavioral scientists, and frontline managers.

9. Employee engagement stems from the work environment, not individual attitudes

If employees are not engaged, it is a leadership problem. Nothing more, nothing less!

Shift in perspective. Many engagement initiatives focus on changing employee attitudes or mindsets. However, engagement is primarily a function of the work environment created by leadership.

Key environmental factors:

• Clear connection between individual work and organizational purpose
• Opportunities for growth and development
• Regular, meaningful feedback and recognition
• Autonomy and input into decision-making
• Supportive relationships with colleagues and managers

Leadership responsibility. Creating an engaging work environment requires intentional effort from leaders at all levels. This includes:

• Modeling desired behaviors
• Consistently reinforcing positive performance
• Removing barriers to employee success
• Soliciting and acting on employee feedback
• Aligning systems and processes to support engagement

Measurement and accountability. Organizations should measure engagement regularly and hold leaders accountable for creating environments that foster high engagement. This often requires rethinking traditional performance metrics and incentive structures for managers.

Last updated: November 25, 2024