Session structure 2. Accepting poor behaviour continued...
Session aim To consider the impact of lowering the behavioural bar
MINS 20
Activity and delivery instructions Refer to workbook page 2: (read statements)
Supporting tools Workbook page 2
Ask: them to look at the statements and think about themselves and those they work with, the way they communicate, time keeping, personal standards, embracing new challenges, meeting their commitments, their attitude to how they carry out their job on a day-to-day basis. Facilitator note: ask does anyone know what a ‘mood hover’ is? If they do ask them to explain, if not this is someone who can walk into a room and turn a positive environment negative, they may say/do/act in a way that sucks the positivity out of others like a vacuum sucks up dust State: all of these are bad habits that can be developed over time, and they become the ‘norm’. The more we ‘accept these’, walking past without tackling them and providing feedback on them, over time we have lowered the behavioural bar. Ask: is there an example of this that anyone can share with us, where an individual (no names, previous department, workplace) continues to display poor habits that are seen as the norm work? Acknowledge their example (ask about the impact this resulted in) Facilitator note: if group needs some prompting use this example: An example of this might be someone in your team who is assertive when they communicate to the point of aggression, using “I’m only being honest, and I say it as it is” as their excuse. Ask: if over time, this is not addressed what can be the impact on you, your team, and our service levels? Acknowledge their thoughts. Add: as a leader or colleague of this person, it might be difficult, but it’s not OK to accept that it’s just the way they are. There needs to be a discussion, change doesn’t happen over night as it can be hard to break a well-developed habit, which will mean there maybe many conversations/reminders to support this person be more self-aware of their impact. To have these conversations demonstrates the value, courageous and you will also need to be honest, respectful and take accountability for not allowing the behavioural bar to be lowered.
Think about those in your team who at times demonstrate poor behaviours: • In the way they communicate • Their time keeping • Personal standards • A ‘mood hoover’ • Embracing the simplest of new ways of working • In meeting their commitments • Attitude to how they carry out their job on a day-to-day basis Is that OK?
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