We'll continue exploring the model presented in Part 2 of this series:
Step 2: Master the story
Clarifying the ‘what’ from your personal reality is
important as it creates an awareness of: is it me; is it them; is this really
worth it?
In step 2, take time to explore the facts, not opinions, hearsay or judgements,
as they may cloud the reality of the situation. Facts must be based on what was
actually seen and heard – by you.
Sticking to the facts help limit the possibility of emotion when entering
into the conversation as mastering the story makes it objective.
How to reduce emotion and stay objective
Structuring the conversation using specific steps will
remove emotion from the start, so a foundation of a positive tone and attitude
prevails. Consider in advance:
What you saw and heard --> the perceptions --> the feeling --> the want
By evaluating each, you will be in a better place to remain
objective as you have already acknowledged and processed underlying perceptions
and feelings.
Considerations in mastering the story
It’s important to consider that humans typically won’t start
behaving the ‘appropriate way’ if they don’t enjoy that behaviour due to insecurities,
inabilities, social pressures or what they are giving up.
Consider how hard it
is to quit a ‘bad’ habit. Humans won’t change behaviours until their mind is
convinced. Be prepared to help them be
convinced.
To convince another, identify the bottom-line ‘why’ by
considering underlying motivation and abilities. We can easily jump to a conclusion
that the why is based on personal challenges, but in reality, there could be
some clear systemic or team work challenges.
In order to diagnose, the Six
Levels of Influence model is a good one to use.
The Six Levels of Influence are divided into a) motivational
requirements and b) the ability to do what is being asked. We often focus on
personal motivation and ability and overlook our social surroundings and
structures that support the right behaviours.
Each are described as follows:
Personal
In order to be influenced to change, we need to be motivated
to do so and clearly understand the impact of our choices. When having the
conversation, be prepared to help the individual rationalise the impact. Once an
agreement that change is necessary, support the other person on how to proceed
mentally and physically – what is required?
Social
Employees want to be valued and do something of value.
Social acceptance is important and pressures can either inspire or deflate
efforts. Creating a team environment that consistently lives and breathes the
right behaviours is important. Quite often managers avoid holding those
accountable who are the root cause of negative behaviours – those that breed an
environment of blaming others and politics.
Structural
Alignment between rewards and recognition (Motivation) to
processes, policies, goals and guiding principles (Ability) are needed to
reinforce the right behaviours. Is the structure in place working and is it
clearly understood and applied consistently? If not, why?
Evaluating the six influencers will help prepare
you for the discussion and addressing other considerations in optimizing
accountability success
Glen
