To identify key behaviors, there is a premise, that is, you must first determine the goal you want to achieve, and it must be a clear and definite action goal, and set corresponding measurement indicators. If the goal is vague, it is impossible to determine the key behavior, and the impact naturally cannot be implemented. For example, if you are the manager of the safety department of a factory, if you say "we should reduce the accident rate of the factory", it is likely to be regarded as an empty slogan by everyone. If you say, "Before 20 18 65438+ 10 1, we will reduce the accident rate of the factory to zero and avoid any casualties." Then this is a clear goal, with a specific action schedule and measurement indicators, which will bring positive changes and affect everyone's work attitude.
Once the goal is determined, the key behaviors need to be determined. There are four main methods, namely, paying attention to obvious behaviors, finding critical moments, learning from excellent performers and paying attention to cultural barriers.
First, pay attention to obvious behavior. For example, an American bank sponsored a dragon boat race. After the game, the sponsor said that he had found the key behavior that decided the success or failure of the game. The teams that didn't win asked him what he did. The bank manager's answer surprised everyone. He said: that is to paddle hard. You may think this answer is incredible, but in rowing competitions, many teams begin to discuss how to win when rowing, and the rowing speed slows down and eventually they lose the competition. And those teams that have been paddling hard without consulting won. Therefore, observing those behaviors that are very obvious but rarely actually implemented can often determine the real key behaviors and exert influence.
Secondly, look for the critical moment, that is, the moment that determines the success or failure of the behavior. For example, in a foreign offshore drilling company, more than a dozen engineers died in the line of duty in three years, and the company has conducted many safety trainings, but the effect has not improved, and there are still many accidents. After careful observation, the safety consultant found that almost every accident occurred when the drilling rig stopped working and the engineer was carrying out maintenance. Because every hour when the rig stops running, the company's profit will be reduced by tens of thousands of yuan. At this time, everyone wants to repair the equipment as soon as possible, so they forget the safety regulations. At the suggestion of the safety consultant, aiming at the critical moment of this kind of mechanical equipment maintenance, the company has formulated a system: there must be a special person to remind and implement the safety regulations every time. In this way, accidents rarely happen again. This key behavior system has saved the lives of many engineers.
Third, learn from those who perform well. This is what Confucius said, "choose good and follow it." Faced with the same problem, find out the outstanding ones in the crowd and follow suit. For example, in an airline in the United States, many flight attendants complain that they are most afraid of meeting Xiong Haizi, because they can't lose their temper and can't do anything about it when they meet a group of crying unruly children on the plane. But one stewardess has never been in such trouble. So how did she do it? It turns out that every time this happens, the stewardess will give the children some small toys, and the effect is very good. As a result, airlines ordered a batch of toys from toy manufacturers and extended the practice of flight attendants to the whole company. The original thorny problem was so easily solved, so the airline also launched a new business-selling toys, because many children were reluctant to put down their toys when the plane landed, and their parents had to buy them. Therefore, by observing and studying excellent executors, we can find the key behaviors to solve problems.
Finally, pay attention to cultural barriers. That is to find out the old cultural norms or hidden rules that can be changed. For example, a medical service company in the United States found through investigation that the vast majority of medical infections are actually caused by medical staff not paying attention to washing their hands. Because medical staff have to contact many patients every day, and their work is very tired, doctors often pick up the next patient without washing their hands after seeing one patient. This is a common behavior in many hospitals. However, one hospital does not have this problem. The solution of this hospital is to let everyone supervise each other, regardless of position. If the cleaner sees the hospital director enter the ward without washing his hands, he can remind the director, who should thank him. In most cases, if a cleaner treats the dean like this, he is likely to be considered as the following offender or even dismissed. Because in any country, it is normal for superiors to make demands on subordinates, and it is a culture that subordinates point out their mistakes in person, but this hospital has broken this cultural barrier and formed a system, so the effect is remarkable. This key behavior has reduced the medical infection in this hospital to almost zero.
The key behaviors are determined, and then what we have to do is to help people implement key behaviors and achieve influence in various ways.