Behaviorism does work, as you actually pointed out. If you can train it (via parenting, education), then that by definition validates behaviorism. That also means you can untrain it as well. Incentives are just one of many types of reinforcement, and should not be the only type used. Enjoy your strawberries ;)
Ironic, since Google’s own data analysis shows that technical competence was actually dead last in terms of factors that predict employee success (soft skills like how good you are at coaching were tops). More on this in a future post.
Thanks for sharing, and I find it dismaying how many people I’ve heard from have said the same thing: that it’s incredibly hard to find any organization that practices this fully. I do believe they exist, albeit are rare, and need good people like you to lead and manage by these principles.
Agreed since they’re often not as self-promotional as assholes. I’ve actually fond that performance reviews can identify those “diamonds in the rough”. One the kindest and most competent engineering managers I’ve known had perfect 5.0/5.0 peer and direct report ratings, and you wouldn’t have known it as obviously without seeing them.
Love the “culture is a long-term play” line, I think that’s part of the reason it’s so lacking. Most startups/small business always feel like they’re in survival mode and don’t invest appropriately in their own futures.
This is definitely tricky, and I do believe in the concept of “change management”, as rapid/sudden changes can sometimes be destabilizing, though others times its necessary to rip the band-aid off all at once (e.g. we’ll see how the case with the house of Saud turns out). I’ve found it matters a lot how you do it — with clear communication, treating…
In the performance reviews we designed, employees were rated 360° by their managers, peers, and direct reports on specific questions that essentially provided a “clear and actual definition of such parameters” according to that organization’s values and department’s performance standards.
Exactly, values need to be operationalized. That’s why I do think they need to be part of the performance management process, but also need to be reinforced on a daily/informal basis as well through ‘kaizen’ methods.