This is the Last Time We Can Have This Conversation
August 30, 2022 | Mark Altman
Performance improvement is a critical part of every leader’s job – but if you’re like most leaders, it’s probably something you don’t enjoy, because you end up having the same conversations with the same employees repeatedly.
When motivating people to change their behavior, we often default to thinking we have two options: the carrot and the stick. We can incentivize and reward good behavior and we can disincentivize and threaten consequences for bad behavior.
We grew up fearing (or at least being aware of) the consequences of our behavior. If we didn’t behave, we got in trouble. At school, if we misbehaved in class, we were sent to the principal or received detention.
In the corporate world, when someone is not doing what they are supposed to do – not turning in projects, showing up late to meetings, not responding to communications in a timely manner – it is tempting to force compliance to improve poor performance. But amidst a labor shortage and fear of losing credibility and trust with your team, are consequences really your best choice?
If rewards aren’t enough and consequences have consequences, what is left in the toolbox? Stay tuned for next week’s post to learn an influential way to create an accountable culture with a great tool for performance improvement.
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