When we want to improve our diet we monitor what we eat and how much we exercise. When we want to change a toddler’s behaviour we look for opportunities to praise the good, instead of constantly shouting down the bad. We measure and reward the behaviour we want.
In organisations, the things we measure and reward get, prioritised, managed and done. Not surprisingly when bonuses are paid to employees for closing deals and improving the single bottom line, that’s the thing they will make most effort to change.
We can talk to our teams until we’re blue in the face about the need to improve customer service or the importance of innovation to long-term success, but if we’re not monitoring, measuring and rewarding this behaviour we’re unlikely to see as much of it as we’d like.
If you want to improve customer engagement, measure and acknowledge customer delight. If you want to be more progressive, measure and recognise initiative. Change doesn’t start where we expect it to happen. It starts at the place where it’s lead.
Image by roujo.