Frontline manager:
How do you get them there?
The core of organizational changes is a behavioral change. In practice, we see that many managers find it difficult to change behavior. We share knowledge and expertise about behavioral change. This example shows how a small change has a big impact on the results.
- the direct manager
- asks the right question
- strengthens motivation
- confirms the desired behavior
- consistent desired behavior
- less repeat failure and lower costs
While a couple of machines were repaired, errors occurred, causing these machines to fail again. In order to improve the quality of the repairs, it was important that all technicians completed a measurement report. It appeared to be very difficult for the team leaders to get their technicians to do this. An unpleasant atmosphere was created.
The team leaders asked their employees: "Why didn't you fill in the measurement report?" There was not always a clear reason for this. Employees often came up with excuses, just to say something. These conversations were uncomfortable for both the employees and the team leaders. And you don't want to be uncomfortable.
In this situation, the behavioral changes of the employees started with the team leaders. Together we determined what could work in this situation. First of all, paying attention to everything that went well. In many cases, a good measurement report was made. In case a measurement report was missing, the team leader asked these three questions:
- Do you still agree with the agreement we have to always fill in a measurement report?
- That did not happen this time and what can I expect from you next time?
- What are the reasons for you to complete the measurement report?
The latter question is based on the instrument Motivational Interviewing. By asking this question, the motivation of the employee grows. Such an addition is only a small difference. However, small differences can have a major impact on the result.