How To Understand Behaviors at Work

Understanding the reasoning behind certain actions – why people act as they do – can help you deal effectively with people when they seem completely irrational to you. All behavior is designed to satisfy some need, and even unproductive behavior in the workplace usually arises from some unmet, internal personal need.

The satisfaction of psychological needs is just as important as physical needs but frequently more difficult. People usually first try to satisfy needs by direct action. They work hard to appear successful, exercise to look stronger and more confident, or read books to increase knowledge. For most, the direct approach works. Some individuals, however, grew up with or have life experiences that expand many unsatisfied needs that they now feel generally inferior, guilty, or unworthy. A direct approach is usually only temporary and insufficient. As a result, people with low self-esteem build defenses.

As a manager, CEO, or supervisor learning to recognize defenses will help you refer people for help to find alternative ways to satisfy their needs. As you direct employees to resources for addressing their problems, you not only help them improve their quality of life, but you also prevent defensive behavior in the workplace.

Some of the most common defenses are easy to recognize. Recognizing these defensive behaviors helps you know how to best respond:

Aggression - An aggressive person strikes out in an attempt – often subconscious – to destroy the source of frustration. Aggression is a sign of inner fear – not bravery. Because in our society an actual physical release of hostility is generally unacceptable behavior, people may resort instead to gossip, slander, or ridicule as a means of venting hostility in a more socially acceptable fashion. Regard any new surge in aggressive behavior or attitudes as a warning of underlying problems. Use the “tell me about it” method; confront the behavior or negative attitudes.

Daydreaming - In spite of adequate training and above average ability, some people persist in escaping from the drab world of reality into a dream world where life is a bed of roses. Team members who persistently daydream rather than work are exhibiting behavior more characteristic of adolescence than of adulthood. You can often cure daydreaming by helping individuals learn to set short-term goals and gradually establish a pattern of success.

Repression - This protects the self-image by rejecting thoughts that are unpleasant or would cause guilt or shame. Some repression may be positive, but an overdose results in intense fears and debilitating feelings of inferiority. Some repressed experiences produce feelings of guilt expressed through self-criticism – or even an apparent desire to provoke punishment. Help team members exhibiting excess guilt, inferiority, or negativism to begin believing in themselves more. Give praise for specific successes whenever possible.

Rationalization – This is someone who explains failure by making excuses. Why is production down? The raw materials were bad. Why they were not promoted? It was strictly favoritism! Rationalization is an attempt to boost the self-image by “lying to oneself.” People who rationalize must learn to admit their faults and overcome them. A good system of feedback – both positive and corrective – helps to establish a climate in which team members feel secure enough to acknowledge weaknesses and to develop a plan for growth.

Compartmentalization – This is a way of controlling anxiety and guilt feelings by separating contradictory ideas in the conscious mind. Employees who firmly believe it is wrong to steal might use compartmentalization to justify carrying off company property to make up for salaries they believe are too low. Reasoning with people who compartmentalize is a waste of time and energy. But appealing to their emotions will bolster their egos and more likely nurture a commitment to desired behavior.

Understanding and identifying these behaviors will help you become sensitive to defensiveness and turn it into cooperation in the workplace.

Remember, the best predictor of future performance is present in the ways and means that they addressed a similar situation in their work environment in the past. Understanding your own behavior and the behavioral style of your employees will allow you to not only recognize some of these defensive actions earlier, but maybe just prevent the incident before it even occurs.

For more information on our courses and workshops that allow you to use behavioral styles to your advantage as a manager or employee, please call us at 609.390.2830.

Innovative Leadership of the Delaware Valley, LLC offers the Everything DiSC® Management Workshop designed to help managers realize the impact of their personal behavioral style on the people you work with. This Workshop teaches participants about their behavioral strengths and challenges as managers and how to adapt to meet the needs of the people they manage – making everyone more productive and effective.

Also, Check out our Making of an Effective Manager Course!

Productivity Depends on Management

News Flash: The Labor Department reported that productivity declined at an annual rate of 0.9 percent in the second quarter of 2010.

It is all over the news that worker productivity dropped this spring for the first time in more than a year. Some people believe that this should be an indicator for companies to step up their hiring if they hope to grow in this economic downturn.

I do not find that many companies are taking the appropriate measures to ramp up their hiring practices. Most companies are still depending on doing more with less and the stress of that philosophy is starting to take its toll on management and other key employees. It is more important than ever that management has a complete knowledge of the work itself, exhibits strong interpersonal responsiveness, continues to be creative, and provides useful ideas to be successful.

Most people today believe that being “busy” is the answer. That the more tasks we do right will produce the desired outcome. Management needs to realize that efficiency does not necessarily bring results. It is the effectiveness of the activities that everyone performs on a daily basis that is the key to success. It's not the number of hours you work, but the results of your activities at the end of the day.

Some techniques that management can use to improve employee productivity may include the following:
• Improve the effectiveness of your supply chain
• Improve the pattern of workflow; less duplication of efforts
• Increase quality by focusing on the reduction of error rates to avoid reworks
• Setting up a schedule to reduce or eliminate down time
• Make sure everyone is performing only value-added work
• Improve morale (read article: 9 Ways to Boost Morale)
• Provide an effective development process to improve productivity
• Understand the need for everyone to reach their potential and be goal-oriented.

Most management today has not been taught how to be more effective. If you are not going to ramp up your hiring, then you better make you workers more effective first and foremost. If everyone improves their performance and productivity while lowering their stress, you will reach your company goals.

Nine Tactics to Boost Employee Morale

One of a manager's most important jobs is to keep spirits up in the workplace. With stress levels at an all time high, this isn't always easy to do. However, there are some strategies you can use that will get the job done - - without hurting your budget!

1. Sponsor a "Noon Movie". Once a week, depending on employee schedules, set up a DVD in the lunchroom and show a funny movie during lunch. If time is limited, show reruns of Seinfield, Frazier, or other situation comedies.
   
2. Set up a "Humor Corner". Designate one section of the office as the place for humor and encourage employees to post cartoons, jokes, or other funny material.
   
3. Get out of the Office! Whenever possible, hold meetings outside the office - at the coffee show down the street or at a local restaurant. If weather premits, don't be afraid to hold meetings outside from time to time.
   
4. Liven up your memos. Buy a book of one liners, and include a joke at the bottom of your memos.
   
5. Run a "Guess the Baby" contest. Ask the staff to bring in baby photos and post them on the wall. Award a free lunch to the employee who can guess who's who.
   
6. Have "Late Day Mondays". If possible, once a month allow your employees to arrive an hour late on Monday morning - or leave an hour early on a Friday.
   
7. Take pictures! Every office has an aspiring photographer. Ask that person to take candid shots of employees, and add them to the "Humor Corner".
   
8. Play with the dress code. If your culture allows it, hold an "Ugly Sweater", "Ugly Tie", or "Ugly Pants" day. Award prizes for the winners.
   
9. Bring your smile to work. You'll be surprised at the difference it makes. If the manager consistenly has an upbeat attitude, that staff will as well.

** from The Manager's Intelligence Report

Funding Cutbacks Curb Achievement

Some of the new barometers for Training and Development in 2010 are starting to show signs of improvement. It sounds like we can expect to see old times again for training and development shortly. But I still feel that businesses sense the pressure of the economy. In my travels, I have not heard that many companies have opened up their training budgets. The economy certainly plays a major part of the decision making process to fund employee training. Most companies have reduced their workforce while also reducing or eliminating resources that provide learning opportunities like meetings, courses, etc.

Funding these programs and realizing the fact that training and development can often makes the difference between companies who are the industry leaders and others who are on a lower tier of success.

What has all this reduction in training and learning opportunities done for your workforce? The 2009-2010 U.S. Strategic Rewards Survey reported that employee engagement levels for key personnel dropped almost 25% as a result of restructuring, and employee benefit cutbacks, including professional development and training, indicating a significant slump in employee morale and productivity!

In most of the companies, a reduction in the workforce usually elevates the workload of the remaining staff while adding stress and frustration to those having to put in the extra time. Companies are put in position where they must start focusing on their key employees and start developing a Talent Management process that will enable them to retain their top producers and hopefully develop their high potentials. It certainly is a vicious cycle that creates a revolving door to top talent when the economy comes back.

Are you prepared for the exodus?

Leadership in business today needs to focus on their current staff and analyze their talent needs for the future. Funding for training compared to losing a key employee to the competition is nominal. The same is true compared to losing a high potential staff member that will be needed in the future. It is important that companies realize that people are applying for a position that leads to a better future and they feel it is the company’s responsibility to provide the opportunity for a career. Talent management is key to the future of all businesses and the funding for people development should never take a backseat to anything else.


Richard Hohmann
Senior Consultant
Innovative Leadership Business Consultation
Phone: 609.390.2830
E-mail: rhohmann@innovativeleadershipdv.com
Website: www.ILDV.org