“Competitive salary”
“Sales incentives”
“Generous pension”
How we choose what’s important in our social groups is demonstrated by the thousands of decisions, approaches, behaviours, and signals we send.
If we over-index on financials – whether in our reporting, agenda discussion points, and reward programmes – we’re letting the group know that these KPIs are the most important thing.
It can be easy (in fact, natural) for this to start to manifest in behaviours that may not have been anticipated.
๐ Chasing a number at the expense (literally) of other numbers
๐ Competitiveness that damages individual relationships
๐ “Mercenary” behaviours
We’ve all seen and experienced it.
We’ve likely blamed the people that have demonstrated it.
“๐๐ฉ๐ฐ๐ด๐ฆ ๐ฅ๐ฐ๐ฅ๐จ๐บ ๐ด๐ข๐ญ๐ฆ๐ด ๐ฑ๐ฆ๐ฐ๐ฑ๐ญ๐ฆ. ๐๐ฉ๐ฆ๐บ ๐ค๐ฐ๐ฏ’๐ต ๐ค๐ข๐ณ๐ฆ ๐ข๐ฃ๐ฐ๐ถ๐ต ๐ค๐ถ๐ด๐ต๐ฐ๐ฎ๐ฆ๐ณ๐ด – ๐ฐ๐ฏ๐ญ๐บ ๐ต๐ฉ๐ฆ๐ช๐ณ ๐ค๐ฐ๐ฎ๐ฎ๐ช๐ด๐ด๐ช๐ฐ๐ฏ.”
But it’s not the individuals’ fault.
We set the environment that made those behaviours normalised.
And we might rationalise it away; after all, they hit the numbers. They bring the money in.
How do we create sustainable performance?
How do we create the environment that encourages those beneficial behaviours?
Let’s have a chat.
