|
|
Think About Initiating Behavior Standards
Employees who frequently behave in ways that their coworkers deem inappropriate are certainly not contributing to a happy, unified, productive team. For example, you might assume that knocking before entering someone's office is a common sense behavior. But it's not always.
Article continued below
| |
sponsored by:
PPB MAGAZINE
|
TOP SHELF TIP NO. 71
"There are no thanks for a kindness, which has been delayed."
Anonymous | |
|
|
For people who grew up in a family with lots of siblings, few bathrooms, and even fewer boundaries, knocking on doors might feel like a needless formality. In other words, common sense is a subjective concept, depending in part on an individual's background.
Still, it's very important that every employee display behavior that's consistent with company standards and aligned with desired outcomes. "Here's the real bottom line: If you don't spell out which behaviors are acceptable and which are not, you can't hold people accountable for them," says Quint Studer, author of Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top.
"Obviously, you want employees to leave a positive impression on customers," says Studer, who is best known for using evidence-based leadership to help companies "hardwire" leader behaviors that effect culture change and create lasting business results. "And it's also important for morale to have everyone behaving in appropriate ways."
Studer's solution is simple. He recommends organizations develop a Standards of Behavior contract and have everyone, from CEO to receptionist, sign a pledge to uphold it. This document can address any and all aspects of behavior at work: from interaction with clients to phone etiquette to good manners (knocking on doors) to positive attitude markers (smiling or saying thank you).
Yesterday and today, Promotional Consultant Today examines a few of Studer's tips to help you create a Standards of Behavior contract for your company.
Hold people accountable when they violate a standard. Make sure all employees know they'll be held accountable for the behaviors outlined in the Standards of Behavior document. Then, just do it. How you hold them accountable is up to you.
Sometimes a simple meeting in which you show an employee the signed pledge and point out his error is sufficient. Other times, you might need to write him up or take more drastic disciplinary measures. But one thing is clear: The Standards of Behavior pledge gives you something to hold people accountable to. It's worth implementing for that reason alone.
Create a designated Standard of the Month. Every month, highlight a specific standard. This will boost awareness of the standards in general. Employees will start thinking about how that specific standard applies to their daily lives.
Update the Standards of Behavior. The standards are dynamic and will need to be updated from time-to-time. One or two directives may not work as intended and may need to be changed. You may also discover new standards that need to be added as your company grows and evolves in new directions.
Make changes as necessary. Your Standards of Behavior should be a living document that serves your company -- not the other way around.
Have new applicants sign it right up front. Before you even interview prospective new employees, have them read and sign your Standards of Behavior. You will be able to eliminate people from the race up front if they visibly balk at conforming to your corporate culture.
But more important, when you do hire someone, there will be no doubt in his mind what you expect of him. If he is going to have trouble meeting your standards, you will probably know during the initial "probationary" period.
"You may worry that enforcing Standards of Behavior will create a company of robots-a company in which human differences are discouraged in favor of mindless conformity," writes Studer in his book. "That is not true. An office unified by agreed-upon standards is a far more pleasant place to work. Plus, individual responsibility flourishes, because everyone's responsibilities are clear. That contributes to an environment of fairness, cleanliness, and good manners -- and happy customers who keep coming back for more."
Source: Quint Studer is the owner of Studer Group, an outcomes firm that implements evidence-based leadership systems to help clients attain and sustain outstanding results. He is the author of Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference; 101 Answers to Questions Leaders Ask. | |
|
|
|
|
|
|
| |
|
Copyright 2005-2007 Promotional Consultant Today. All Rights Reserved. |
|
|