What most managers get wrong

Summary

  • Holding someone accountable through punishment is an easy, common way to manage, but it isn't the most effective.
  • Positive reinforcement is a better way to manage people. It involves focusing on what you want people to achieve, rather than what you want them to avoid.
  • By creating a compelling vision of success, individuals naturally start moving towards it, and negative behaviors begin to fade away.
  • Managing with positive reinforcement requires painting a clear picture of the desired outcome so that people are motivated to pursue it.

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How To Take Action

I would suggest starting by focusing on using positive reinforcement in your management style. This is about guiding yourself and others toward what you want to achieve, instead of what to avoid. It's like choosing to focus on the finish line in a race rather than the hurdles.

A good way of doing this is by painting a clear and exciting picture of the desired outcome. Think of it like creating a vision board for your business or personal goals. What does success look like for you? Make it vivid and tangible so that you, and everyone involved, can see it clearly in your mind. This vision will act like a magnet, pulling everyone towards it and reducing the focus on negative behaviors.

Start by identifying one area where you want to see improvement, either in yourself or your team. Communicate what success in that area looks like clearly and positively. Instead of saying, "Don't miss deadlines," say, "Let's aim to finish our projects with time to spare."

Keep highlighting and celebrating small successes along the way. When you notice someone doing something that moves them closer to the goal, acknowledge it openly. This not only boosts motivation but also reinforces the positive behaviors you want to see more of.

By staying focused on what you want to achieve and celebrating progress, you'll naturally encourage others to align their actions with these goals, creating a more positive and effective environment.

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