7 Steps to Change Professional Behavioural Shortcomings

Honest feedback is as essential for your own professional development as it is for your staff. You are not doing anyone a favour by pushing poor behaviour — yours or theirs — under the carpet, ignoring it and pretending it will get better. Behaviour will not change unless it is recognized.

For many, there is a lack of understanding in how they are perceived by others, hence they keep repeating the same behaviour as they know no better. Past behaviour predicts future performance. To make a change in the performance cycle, recognize the unhelpful behaviour and plan to change it!

Have you worked with someone you consider to be:

• Arrogant? Why is that? Do you feel they think they always have the answers?
• Annoying? Do they continually interrupt, butt-in and finish everyone’s sentences? Do you think they understand how they are being interpreted or do they think that they are being helpful?
• Ignorant or unresponsive? They interact minimally and come across as very distant and reserved. Do you think that is their intent?

Leaders who are seen as arrogant, those that shirk responsibilities, are ignorant or disrespectful do not have a solid following. These habits over time, grate on people and eventually they become a huge issue. These behaviours can be changed, however only when they are identified, the real impact of the behaviour is understood, and there is a true interest in improvement.

There are seven simple steps that you can take with those that you are leading or mentoring to help them change the behaviours that you feel may hold them back from being more successful:

1. Clearly articulate the troublesome behaviour and indicate how this is being perceived by others.
2. Give specific examples of how the behaviour is affecting those around them.
3. Highlight potential behaviour tweaks that could be made to adjust and turn around the ill-perceived behaviour.
4. Encourage 360° feedback, vertically and horizontally; identify the individual’s areas of strengths and challenges in the organization. At least four colleagues should provide feedback to make it most meaningful.
5. Review feedback and strategize how to approach each area to enable improvement. Obtain commitment to changing the top three areas of behavioural challenge.
6. Ensure follow up is made with the individuals who provide feedback. Thank them, share any small wins, and let them know you are grateful for the honest feedback.
7. Initiate monthly follow-ups to monitor progress. Continually seek feedforward, that is, asking for advice for what you can do to improve in the future.
8. More often than not, individuals do not realize the effects of their behaviour, how often they present sub-optimal behaviour, and that they can transform their behaviour.

If you are interested in high-performance coaching to work on improving behaviours that you feel are holding you back, leadership development, or professional development workshops, please do reach out to me. I would be happy to provide you with a free assessment on individual or team concerns.

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