Bringing Out the Best in People

1. Bringing Out the Best in People BPI Webinar Aubrey C. Daniels, Ph.D. AUBREY DANIELS INTERNATIONALadaniels@aubreydaniels.com 678.904.6140

2. What is your behavior management process? 1. 2. 3. 4. 5.

3. What is your behavior management process? 1. Wages & Benefits 2. Performance Appraisal 3. Incentives 4. MBWA 5. Disciplinary Procedures

4. Your Organization is Perfectly Designed to produce what it is producing

5. 1. Pinpoint 2. Measure 4. Reinforce 3. Feedback 5. Evaluate Five-Step Behavior Management Process

6. 1. Pinpoint Five-Step Behavior Management Process • Behaviors • Results

7. Behavior Pinpoint

8. 25 25 Start 20 20 15 15 Behavior Change Index Monthly Recordable Rate 10 10 5 5 0 - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Months Measuring Impact: Short Term

9. Upselling Theatre Popcorn

10. 1. Pinpoint 2. Measure 4. Reinforce 3. Feedback 5. Evaluate Five-Step Behavior Management Process

11. “The endless cycle of innovation and imitation causes competitors to erase each other’s competitive advantages virtually as fast as they can be created….” “One area of differentiation, however, is difficult to copy, even when competitors have benchmarked your company and learned your best practices.” “That area is behavior. Behavioral differentiation is difficult to copy because it requires more skill and will than many companies possess – even when they know what you are doing!” by Bacon & Pugh Winning Behavior io

12. BK Best Known Performer Discretionary Effort Performance Level Current Average Over Time…. Performance Improvement Opportunity

13. = Result = Goal 550 # Stray Cartons Baseline at Intervention The DC employees consistently surpassed goals for reducing stray cartons. Stray Cartons NUMBER OF STRAY CARTONS

14. Customer Responsiveness Figure 2.2C Customer responsiveness had been declining for five months. With the implementation of PM, responsiveness rose to 100% the first month. (Adapted from “A New Approach to Software Engineering Management” by Susan Webber, 1990, American Programmer, July/August1990, pp 65 – 71.)

15. ABC Model Finding Out Why and How People Work

16. ABC Model of Behavior Change Antecedents: Behavior Consequences (Setting Event) (Reinforced/ Punished)

17. Relative Effect of Antecedents vs. Consequences • Antecedents get a behavior to occur one time • Consequences get it to occur again

18. Antecedents

19. ABC AnalysisAntecedents • Are anything that tells you what to do • Have only short-term effects • Are over-used by management • Must be paired with a meaningful Consequence to be effective

20. Tobacco Suit Talks Get Agreement on Labels Reprint from USA Today, Life Section Cigarette warnings heating upSpecial for USA Today Beginning Oct. 12, smokers will be blitzed by new, stronger warnings about cigarettes. The unprecedented campaign was announced Tuesday by the American Center Society, the American Heart Association and the American Lung Association. Smokers will get the word through television, radio and magazine public service announcements and a poster featuring “disease specific” labels. One label cautions about disease from smoking. Another cautions pregnant women. A third says quitting reduces serious health risk, and the fourth says cigarette smoke contains carbon monoxide. The labels will change every three months. Walter Hatcher, American Lung Association president, says the three agencies pooled resources because the tobacco industry spends $2.7 billion a year in advertising. Walker Merryman, Tobacco Institute vice president, calls the effort “more squandering of tax and tax-exempt money.”

21. PIC/NIC Analysis

22. PIC/NIC Analysis Performer(s)___________________________ Analysis Done By__________________________________ *Remember consequences are from the point of view of the performer(s).

23. PIC/NIC Analysis™ Performer(s) _________________ Analysis Done By __________________________ CONSEQUENCES P/N C/U ANTECEDENTS I/F BEHAVIOR Nicotine addiction Boredom Stress Meals Alcohol Coffee Telephone Driving Ash tray Going to bed Meetings The Problem Pinpointed Performance Smoking cigarettes Heart Disease Lung Disease Cost Dirty Stinks Criticism Holes In Clothes Fires Taste Good Smell Stimulus Relaxation Fills time N N N N N N N N P P P P P F F F F F I F F I I I I I U U C U U U U U C C C C C *Remember, consequences are from the point of view of the performer(s).

24. PIC/NIC Analysis Example 1 Behavior: Clearing a jam while machine is still running. Antecedents Consequences P/N I/F C/U I C P Save time Schedule demands Backlog while machine is down No rewarm-up period P I C Stay on schedule Boss wanting higher productivity P I C Lose a finger N F U Feedback graphs for machine uptime

25. PIC/NIC Analysis Case Study The city of Atlanta wants a residential recycling program. In order to recycle goods, the sanitation person must pick up the recycling container and put the items into a special bin on the truck. The bin is on the side of the truck and must be opened each time. This requires extra work and time from the performer. When performers finish their route, they may go home for the day. Recently, TV news has caught 90% of the performers dumping the recyclable goods into the regular trash bin. The sanitation department is so mad, they have proclaimed that anyone caught doing this will be fired. Unfortunately, performers continue to dump the recyclable goods into the regular trash bin. Why would this be so?

26. PIC/NIC Analysis Example 2 Behavior: Not Putting recyclables in proper bins Antecedents Consequences P/N I/F C/U Don’t believe it is important I C P Save time Easier P I C Union will protect Praise from co-workers Management won’t follow through P I C Might get fired N F U Others don’t do it

27. PIC/NIC Analysis Example 2 Behavior: Putting recyclables in proper bins Antecedents Consequences P/N I/F C/U I C N Trained Takes more time More effort N I C Bins Labeled Go home later N F C Warned Might get praised P F U Saw TV report

28. PIC NIC PFC NFC NIU PIU PFU NFU The Relative Power of Consequences Most Powerful Least Powerful

29. PIC/NIC Analysis Some Common Organizational Consequences Antecedents Consequences P/N I/F C/U P F C Compensation Benefits P F U P F U Recognition Promotion F U P N F U Get fired Get disciplined N F U

30. 1. Pinpoint 2. Measure 4. Reinforce 3. Feedback 5. Evaluate Five-Step Behavior Management Process io

31. First Law of Behavior Behavior is a function of its consequences.

32. Consequences that INCREASE Behavior (R+) Positive Reinforcement Get something you want (R-) Negative Reinforcement Escape or avoid something you don’t want Get something you don’t want (P+) Punishment Lose something you have and want (P-) Penalty Consequences that DECREASE Behavior Behavioral Consequences and Their Effect Behavior

33. R+ “Want-to” curve Discretionary Effort Performance R- MINIMUM REQUIREMENTS “Have-to” curve Over Time…. Creating Discretionary Performance

34. Reinforcement Harnessing the Forces that Drive & Guide Performance

35. How to make positive reinforcement effective • Make It Personal • Make It Earned • Make it Immediate • Make it Frequent

36. Reinforcement StrategiesConsequence Exercise #2 Problem 1 The Wall Street Journal “An ACF Industries unit inspires its sales force to learn about a new valve by inserting envelopes with cash between others containing learning materials.” –Joann S. Lublin What is being positively reinforced (R+) here?

37. Fluency Training in Health Insurance • Customer Service Training duration reduced from 44 to 29 days 34% improvement • Average Handle Time (AHT): 31% improvement • After Call Wrap (AWC) improved by 43% • OJT for AHT reduced from 26 weeks to 3 weeks • Out performed seasoned employees by week two of training • Quality: 24% improvement in post-training work io

38. Things that typically waste time and money • Employee of the month • Annual performance appraisal • Stretch goals • Annual Bonus Plans • Formal recognition systems • Cost of living adjustments • Across the board anything

39. 1. Pinpoint 2. Measure 4. Reinforce 3. Feedback 5. Evaluate Five-Step Management Process io

45. Audited Receiving Adjustments

47. 1. Pinpoint 2. Measure 4. Reinforce 3. Feedback 5. Evaluate Five-Step Management Process io

48. Two things • Increase daily graphic feedback • Positively reinforce any improvement

49. Questions?

50. Aubrey Daniels International Atlanta Financial Center, Atlanta GA Tel: 678-904-6140 Email: info@aubreydaniels.com www.AubreyDaniels.com