Doing More with Less

Doing More with Less cont.

1. Point the Way to Success

One source of the overload people are currently experiencing at work stems from the feeling that nothing can come off the plate. In other words, everything seems critical, a top priority. It is a leader’s job to articulate what the priorities are and aren’t.

The principles of OBM tell us that it is possible to pinpoint a handful of key behaviors that drive results. A leader’s job is to be clear on what results are important to achieve and why, and then to work with people to achieve alignment on those behaviors that produce those results. Once people understand what results they need to achieve and what they can do to produce those results, they are better able to make decisions about which activities add the most value. They can make choices about how best to spend their time.

2. Use the 4:1 Rule

Another source of overload at work is the feeling that one’s contributions are unrecognized. The principles of OBM tell us that behavior that is reinforced is repeated, and that positive reinforcement produces discretionary performance (performance above and beyond minimum expectations).

An important source of positive reinforcement at work is positive feedback about behavior. Feedback is a key leadership tool—in particular, providing positive and constructive feedback at a 4:1 ratio (on average, providing positive feedback four times to every one instance of constructive feedback). Providing adequate positive feedback (the 4 in the 4:1 rule) creates recognition for people’s contributions, particularly if that positive feedback is given in response to those behaviors most crucial to results. Providing adequate constructive feedback (the 1 in the 4:1 rule) helps people learn and adjust quickly so that their performance is more likely to be on target and produce desired results.

3. Measure and Celebrate

Success is reinforcing; non–behavior analysts might say “energizing.” Knowing the goals and knowing what to do to achieve them are the first steps. Leaders help people succeed by tracking measurable progress toward a goal and celebrating when a goal is achieved.

A final point of advice for leaders is to help people achieve better balance by demonstrating a personal value in it themselves. This can take a variety of forms. Sometimes it means that leaders need to stop sending e-mails and voicemails after-hours and on weekends, because such messages create an explicit or an implied pressure for people to respond. Sometimes it means that leaders need to help people organize coverage plans so that they can take a vacation without feeling responsible for keeping things moving forward when they are out of the office. Sometimes it means making a personal connection with someone – talking about what they like to do outside of work, exploring what they need to feel less overwhelmed, talking about what they are contributing and feeling good about.

It’s unlikely that the circumstances we face today will change in the near future. We are all doing more with less. The good news is that leaders have the opportunity to create more satisfying working conditions and a sense of optimism. Leadership tools based in the principles of OBM can help.

Biography

Tracy Thurkow, Ph.D.: Tracy is a Partner and Chief Operating Officer of Pittsburgh-based CLG, Inc. the world's leading provider of strategy execution and performance improvement consulting. Tracy supports leaders in Fortune 500 companies improve their own effectiveness and that of their teams through the application of behavior-based approaches to change. She can be reached at tthurkow@clg.com.