“In industry, scientists may find themselves being hoisted (usually screaming) up the managerial flagpole. For, in many science-based organizations, it is still almost impossible to reward outstanding performers beyond a certain level, without giving them management responsibility. So, they are dragged away from the bench, given a file marked ‘Budgets’ and another marked ‘Staff reviews’, and expected to manage.” This quote is from an article, www.nyas.org/legendarylabs, from Scientists Leading Legendary Labs.
Here’s a definition of difficult behaviors. These are daily habits or actions that get in the way of you or others accomplishing goals. Difficult behaviors look like inflexibly holding onto an opinion regardless of the data, rudeness, disrespect, swearing, micro-managing, interrupting, taking credit for other’s work, yelling, not sharing information, or sending abusive e-mails. Difficult behaviors undermine productivity, distract others from being successful and break trust.
Let me suggest a method in handling difficult behaviors that requires planning before you talk to the poorly-behaving employee, direct report, team member or peer. Follow these six steps to hold a STARRR Conversation, not a monologue, but a dialogue where both people participate equally. STARRR = specific evidence, timely conversation, ask questions, replacement behavior, record, and reward. What makes this performance model unique is #4, describe the replacement behavior. Best managers don’t leave it up to the employee’s imagination to discover a new behavior to replace the old ineffective behavior. This is where the joint problem solving emerges.
- Gather Specific evidence, multiple and detailed examples of the difficult behavior. Identify not only the difficult behavior but also notice the impact of the difficult behavior on you and others.
- Time your conversation as close to when you experience or observe the difficult behavior as possible.
- Ask questions to gain more clarity before making statements. Suggested questions Include: Is it possible? What if we tried…? What would happen if…? How can I help you to…? How can we both do this in a way that meets your needs? What can we do right now? What needs to happen next? What can I do to make that happen?
- Describe the Replacement behavior: i.e., what is it you want them to start doing more of: In the future, I would appreciate getting your analyses in 24 hours. You’ll increase compliance if you can get the other person to suggest a replacement behavior rather than you tell them what that new behavior must be. Skipping this step weakens the STARRR conversation.
- As one means of following up on a STARRR conversation, Record your agreement. Follow the FDA dictum: “if it’s not documented it didn’t happen!”
- Reward and positively recognize the other person when you observe the replacement behavior.
