consequences and rewards in shaping human behavior. Specifically, he points out that to encourage desirablebehavior, there must be positive rewards for it. Conversely, to discourage undesirable behavior, there must beconsequences that result from it. Believe it or not, some people mix up these two points. Have you, as a parent,ever said to your child, "Any time you have problem, you can talk to Mommy or Daddy"? What happens whenthey do? You become irritated and yell at them, "Come back later! Can't you see I'm busy?!" If you send similarmixed messages to your staff, you will make it harder for them to act the way you want.
Know the difference between exhorting and belittling
It's fine and good for you to want greater and higher quality results from your team. However, be aware of the linebetween exhorting someone to do better and belittling them because they aren't right now. The latter might work,but the chances are greater that it might only create resentment and turn out to be counterproductive.A couple of weeks ago, after a rehearsal of the choir I direct, I said to two young men, "I want to see confidence inyour eyes when you're singing." I didn't say to them, "You idiots, you don't know the music." In other words, inkeeping with the positive/negative point discussed earlier, I focused on where I wanted them to be, rather than onthe fact that they weren't there right now.
Correct in private
If personal issues of a team member are becoming a problem, address them with the person in private. Don'tembarrass the person by bringing it up in public. Such issues include attendance and punctuality, dress, andgeneral professionalism.What about a mistake involving work? Use discretion here. Using the choir example again: Suppose a person hasan incorrect rhythm in a measure. I will just take a moment and work it out with that person in front of the group. Ifhe or she gets it, fine. However, if he or she were
missing notes and rhythms, I would need to talkprivately with that person to see what's going on.
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