Excerpt from Changing Results by Changing Behavior

From the Introduction:

Here is what we’ve learned: No matter what new results you want to achieve, you will need to make positive behavior changes in order to get there. To expect otherwise is to perpetuate a state of corporate insanity. It’s like going to a store and pushing on the door, pushing and pushing, to no avail … until you look down and see the word on the door: PULL. You could push all day long, but until you change the way you move your hands and feet – to pull – you’re not going to be able to open that door.

If you’ve struggled to make change happen, or if your vision is so compelling that you’re not going to take no for an answer, this book is for you. We’d go so far as to say, “Don’t invest one more dollar in training before you read this.” Because achieving improved results that are real and sustainable is like dancing ? it depends entirely on HOW you do it. Surely you’ve had this experience too ? you’ve seen people on a dance floor who were a vision to behold, but others who have been, well, a sight!

Don’t just throw money at the results improvement issue, even if it’s already in the budget. This book will give you the information you need to create a step by step plan toward better results, using concepts that have been proven successful in hundreds of other businesses of widely varying industries, sizes and situations. You can use the process information in here to help you identify an improvement resource, someone who can guide you through it, someone who knows the steps, someone who can implement your game plan and serve as a sounding board as you move forward. Here’s the approach you’ll find in this book:

• There is information on identifying the results you want. You don’t just “do something” to develop your staff because it’s nice to do. You do it with intention ? and with a specific outcome in mind. When you know what you’re aiming for, and when you know what the implications are for you and your company (whether you hit or miss the target) you’ll be able to make a valid assessment of whether the investment in coaching, training, or a company-wide development process is a reasonable path to achieve the return on investment (ROI) you want.
• There’s a difference between defining results and defining the specific behaviors you want to see. One method creates a greater opportunity for autonomy, individuality, and creativity; the other creates greater uniformity. In some settings and with some people the blank slate is energizing and motivating. For others the defined behaviors themselves are important, where complete consistency in method is one of the primary indicators of quality.
• There’s a chapter especially for those of you at the top of the house. You have a unique ability to make or break the changes you are attempting to make in your company. We’ll tell you about some of the power ? and the potential pitfalls ? that your senior-most leaders could experience.
• There are certain obstacles you can anticipate when trying to turn people’s behavior in a different direction. The external obstacles discussed in this book deal with the structure of your company and all of the resources you are trying to pull into alignment with one another. In addition to structure, you have people resources, strategy, process, and rewards to refine and integrate lest they work at cross-purposes. These obstacles are external to the individual.
• The internal obstacles are inside each of your employees ? and inside you as well. Your daily behavior stems from a combination of the skills (or lack thereof) that you possess, your attitudes (habits of thought), and your focus (goals). During most of your waking hours you are operating from habit; you’re not even consciously aware of what you’re doing, so if you want better results, how can you stay aware enough to change? Once you know what your obstacles are and the factors that contribute to them, you can develop a variety of solutions to address them in your specific situation.
• There is a prototype for transforming your company and how it behaves, so you can finally see the results you’ve been seeking. At Summit we have developed a methodology, a step-by-step company-wide process, that you can use to create: 1) a context for the change; 2) support for the individual changes that need to take place in your employees and their behavior; and 3) accountability for the results.
• There are some important things to tell you about how far a person can stretch him- or herself in order to accomplish the changes you want to see. There is something to be said for starting with good material, but most people function at their best in a role that matches their natural attributes and capabilities. People can adapt to change, but big and long-term adaptations that conflict with an individual’s values - or require that they repeatedly use their weakest skills - come with a price tag attached, in the form of stress or performance inconsistency. We’ll give you ideas on how to help your employees stretch without breaking.
• There is a huge importance in defining what you think success looks like, and in finding ways to measure it. We will share methods for measurement so you can better notice progress that is being made, even before the ultimate results reveal themselves. Many of the measurements you look at right now are really only glances in the rearview mirror. We’ll help you create tools to better anticipate future results and make any necessary course corrections early enough to have the optimal impact.
• We’ll talk about frequently asked questions. Looking at a process that will potentially transform your company is a big undertaking, and we’re sure you’ll want to know the dance steps before you start. In this way you’ll benefit from people who have gone before you in the change process.