How do you make someone do what he or she should be doing? How do you get rid of a person who does not do the job? How do you motivate someone who doesn’t want to change? Why don’t employees do what they are supposed to do? These questions and several more like them were asked a lot during a workshop on what supervisors should know to be effective in their supervisory role. What do these questions tell us about the perception of a supervisor?
As I reflected on these questions, during the workshop and long after the workshop, I was struck by how focused people were on getting others to do what the supervisor thinks is the most important function of the employees’ jobs. I was very concerned about the focus being on “making others” conform to something; the tone being one of control and compliance. I caught myself wondering why these folks wanted to be supervisors in the first place. I wanted to “take charge” and “tell” these supervisors that they were focused on the wrong things. I wanted to tell them that what they should be focused on is not controlling others and forcing others to be compliant. Instead, they should be focused on creating an environment that encourages and empowers the employees to be the best employees they could be.
Then it hit me. I was responding with the same perception they were experiencing. I wanted to control the way these supervisors perceived the work environment and tell them to change their perceptions to a more positive approach. And who am I to tell someone the way they perceive the world is the right or wrong way?
As I thought more about the situation I realized how important the culture and the environment are in helping shape perception. If we want to change the perception of another, then we must start with our own perception of the situation. How do I view the process of change? Can I, through my power and authority, force others to change their behavior? Even if I am successful at getting the change I want, will it lead to a willingness on the part of the other person to change? Or will the forced change actually result in sabotage, resentment, and mistrust?
To bring about change in others requires an engagement of the other person in a process that challenges without commanding. As a leader, I need to ask the kinds of questions that help the other person reflect upon his or her own perception of the situation. Asking a person how she or he arrived at their perspective of the situation will be far more helpful than my telling that person his or her perception is wrong. I may even learn something about her or his perspective that I want to adopt as well. So being inquisitive at the same time I am sharing my own perspective may bring about a change that is needed; even if that change is not exactly as I think it should be.
So the next time you think an employee needs to change his or her behavior, perhaps you might start by trying to understand the employee’s perception of the situation. Ask some questions about why she or he behaves that way. Doing this may help you better understand his or her motivation. Then try to adjust the environment to meet the needs of the employee while helping the employee explore the desired change. To get behavior change we must first understand perception.
Until next time, explore your own perception of how to bring about behavior change and see if you can adjust the environment by engaging others in the change process.
