In the first part of this article about what constitutes types of dysfunctional human behavior at work, the what and the impact of human behavior was discussed. Here, what to do about ineffective human behavior is suggested.
What Can Organizations Do About Talent “On-the-Bubble” - Human Behavior at Work?
To the extent that “Talent On-the-Bubble” is unattended, leaders consign their organizations to the will of the predator, whose operating premise is personal survival without accountability or concern for anyone or the society in which they exist.
Does this human behavioral pattern exist in your organization? Could levels of contempt and irresponsibility actually characterize the everyday experience of people’s work lives? Unfortunately, to a degree more serious than typically recognized, the answer is an almost universal ‘yes.’ This human behavior does exist in your workplace.
So, what can be done to overcome on-the-bubble behavior? Take these six steps to build an achievement culture that manifests effective human behavior.
Steps in Developing Effective Human Behavior at Work
- First, the dysfunctional behavior must be diagnosed and shared with the “on-the-bubble” party. Discussion should center on who owns responsibility for the behavior, how the behavior manifests itself in the workplace, and the results of its negative impact on the organization. Acknowledge that all of us face stressors in life that can leverage us down the path to irresponsibility if we are not aware of the risk.
- Second, teach the concepts of achievement, that are the opposite of on-the-bubble behavior, and the options they present for behavioral change. Achievement behaviors include: playing well with others, achieving positive results through respect, self-motivation, building trust, and practicing self-discipline. Without a concrete, positive alternative, behavioral change is not possible.
- Third, create a performance improvement contract – and don’t wait for the next cycle of performance evaluation to do it, though; if it’s time for a performance development planning meeting, incorporate the contract in it.
- Fourth, stay involved and committed, not only for the benefit of the employee but, most especially, for the rest of the team and the person for whom all employees exist as colleagues - the customer.
- Fifth, take action to praise and reinforce progress.
- Sixth, separate the on-the-bubble performer if significant improvement doesn’t occur within a week or two, or they are performing at unacceptable levels of contempt and irresponsibility. If they have not yet descended to contempt, there’s a possibility of change. But, as Talent IQ research reveals, if positive change is to occur, it will occur very soon after the leader’s encounter. If a subject has moved into the realms of contempt and beyond, schedule a termination meeting sooner than later. Do not put the organization at any greater risk. Such behavior is a malignancy that must be excised – surgically.
In either case, move quickly and decisively. Once engaged in discussion with the on-the-bubble employee, the rest of the team will become aware and hold you, the leader, accountable for protecting achievers. To the extent you don’t take action, you will be seen as complicit in encouraging those who take the path to contempt. [/ul
The paradox of on-the-bubble behavior is the potential it offers leaders to make an unequivocal statement about their commitment and responsibility for building a culture of achievement. When leaders face on-the-bubble behavior head on, they demonstrate their own talent and the resolve they have for inspiring the highest qualities of service, innovation and leadership. In short, they demonstrate Talent IQ.
Talent on-the bubble can take an organization and its employees down. Improving or removing talent on-the-bubble is vital. In my 10-year study, I found that the best talent leaders intervene early, leading people on-the-bubble through a candid examination of their present ineffective human behavior, its possible progression, and its consequences.
These responsible leaders were three times as likely to turn around on-the-bubble behavior. Not surprisingly, the overall commitment of employees reporting to such leaders ran nearly 50 percent higher than it was to average leaders.