Operations Director, Siemens
When things go wrong, at the individual level, or the organisational level, it’s generally from:
It’s a fact that everything that everyone does in your organisation is an output of human behaviour. Accept this, and this will enhance your organisations performance and safety culture.
Think about you here…
Have you ever been angry? Made anything up? Jumped to the worst scenario? Not listened fully?
Chances are, if you have a head and a heart the answer is probably yes. And probably, more than you may like to admit.
At the core of this, this just proves that you are human. We all can be triggered, become reactive and ultimately be in a state that is not conducive to being the best us.
But if you get to learn what makes you tick, what triggers you, how to handle these feelings better and how to notice and help others, then this is where Human Performance really starts to increase!
Think Feel Act is a structured employee performance enhancement and behavioural safety engagement programme. It empowers leaders and employees, through development and accountability, to be the highest performing and happiest version of themselves, in every aspect of their job, across the full organization, by optimizing how they think, feel and then act. This is the foundation of all human performance.
We empower a selection of your employees, specifically selected for their characteristics and position within the company, to maximise your organisations performance with our specific enhancing ‘micro-nudges’.
These simple to deliver yet powerful nudges cover areas such as positive psychology, emotional intelligence, performance psychology, behavioural safety, team enhancement and more. By using a structured approach, and one where we support and also hold people to account for delivery, this is where we see organizations maximising their performance levels and safety culture right across the business.
For over 5 years, we worked alongside large scale corporate organisations in multiple industries to try and answer a question of – “why do things go WELL?”
Think about your organisation here! Most organisations focus on why things go wrong. If someone doesn’t perform, if there has been a dip in profit or someone has been hurt, there will always be a sharp and intense focus.
Just taking behavioural safety for example. If there has been an incident, depending on the severity, actions are taken. There may be a ‘stop work’ order issued and an investigation team formed. This will be to find out who did what, why they did it and to see if we can prevent it from happening again.
There is so much time spent on this and the general feelings are around fear, negativity and can be very destructive to creating high performing teams and enhancing safety culture.
But – see yourself here. What does your organisation do when things go WELL? When targets are smashed, people are happy and performance is rocketing?
Is there a stop work order issued?
Is there an investigation team formed to find why it went so WELL?
Is there a process for trying to amplify the behaviours that were present, so MORE work goes really well?
Usually – no! Most people would agree they get some type of barbecue, cakes, meal out or a quick small transactional financial bonus. But, in the main, organisations do not stop to find out why things go well so we can do MORE of whatever created that high performance!
So we did!
We spent over 5 years working alongside organisations, specifically on high performing projects (this included full time employees, supply chain and contractors).
On a qualitative type approach, we investigated what and how people were thinking, feeling, acting, communicating and interacting with each other.
Specifically, we were looking at the humanistic side of things. Forget ‘soft skills’ and let’s talk about ‘essential performance skills’!
What we were really interested in was identifying generic antecedent behaviours to high performance.
So regardless of
We wanted to identify behaviours that we could drop into any team/organisation – even without working with them – and know that these behaviours could enhance the behavioural safety and performance of the team.
We would work with the organisation to help their people understand what the behaviours were, how to get better at them and how to do them more often.
And because we all have heads and hearts and are impacted by the same stimuli and stressors (to varying degrees) this approach has been so successful at empowering happier people to get more right first time!
Wherever you have people, this increases the safety culture and operational performance of the team. Rapidly!
Have a look below and see if you see yourself in the behaviours…!
Stop. I need you to think here. How often do you stop to notice the good work that you do? As in, an actual space, allocated time and reviewing and acknowledging the good stuff that you have done? We usually don’t. But, oh my lord, do we notice the bad stuff that we do. It’s not about ego. It’s about listening to the research. It tells us that, if we notice more of the positive stuff we are doing, when something doesn’t go as well as we want it to (and sometimes it won’t), it doesn’t hit as hard. This means we drop out of our high performance zone for less time. This is essential for people and performance!
Too often now overperformance has become the expected norm. What was classed as an excellent job is now expected of you, and you may or may not get some minimal recognition. However, if a slight underperformance has been detected hours, days and even weeks may be spent on ‘fixing’ you… this time spent on positive to negative reinforcement can be totally disproportionate. By giving genuine recognition (for the heart and soul) not always just reward (for the wallet) you create a workforce who want to go again, and feel happy and inspired to give more.
Now, whether you want to admit it or not, we all have a hulk. You, me, everyone – that illogical, angry, aggressive and uncollaborative thing that lives inside of us all. That if the wrong person, says the wrong thing, in front of the wrong people or we even just have the wrong thought…boom! We become a version of ourselves that we don’t like to admit, or we start having to apologise for what our hulk like behaviours created! Now again, it’s human to go hulk every now and again. But, it’s not helpful. We help people reduce hulk moments, which the reduction is essential for high performance and behavioural safety, by leaning into that we are human. We are built to become emotional, illogical and become a hulk. But by noticing our triggers, and how we react in the build, we can stop ourselves from getting to the top of the ladder. This means we are in our performance ‘sweet spot’ more of the time. Great for your people, and brilliant for your performance!
