Applied Acumen acknowledge that behaviours dictate outcomes. Whilst many other consultancies pay lip service to behaviours, a deficiency their clients only tend to discover in hindsight, by contrast we have built our methodology around understanding, measuring and designing programmes around shaping behaviour.
If anyone tries to insist that installing a ‘plan-do-review’ business operating framework is enough to shape behaviour, walk away.
In all Applied Acumen programmes, you will encounter significant differences in our approach, our tools and our methodology to all of our contemporaries; differences that we find are essential for success, including
- preparatory detailed analysis of behaviours
- behavioural measures of individuals
- behavioural change plans (BCP) for each key person
- definition of links between roles, behaviours and performance in role
- one to one behaviour coaching
Each of our programmes also includes behavioural measures and deliverables which sit alongside financial, process and system deliverables.
What kinds of behavioural measures do you use?
The types of behavioural measures vary depending upon the situation, and are developed and agreed based upon both the behaviours we encounter, and the target behaviour we determine for the client.
Examples of behaviours also fall in to various categories, such as:
to provide a framework which allows us to to observe, assess, understand and influence the characteristics we wish to enhance and encourage, and those we wish to discourage and eliminate. Measures therefore are framed such that we observe ‘more of this’, ‘less of that’, in addition to also linking certain behaviours with actual koi’s in role (which might include productivity, efficiency, cost, etc).
All consultants say they change behaviours, don’t they?
Actually, many consultants are indeed now beginning to talk about behaviours.
This should only be encouraged, since any change programmes that do not consider behaviours as central to success are frankly doomed to failure.
However, it is no good simply talking about behaviours. It is equally no use simply asserting that by getting everyone to follow the same pattern (attend daily review, do short interval control, etc) that this represents behaviour change. This is people just doing what they’ve been asked to do, and is typically accompanied by phrases such as “so-and-so gets it”, or “so-and-so doesn’t get it”. It is only a matter of time before there’s a shuffle of personnel, or a discussion of “how do we get everyone engaged?”. Moreover, it is also the reason why results fall away a short time after a (poor) consulting programme, and also why even so-called ‘successful’ programmes leave everyone with a bad taste in their mouths afterward, along with a palpable sense of resentment.
So, when consultants talk about behaviour change, you really ought to examine their methodology to check whether they put their money where their mouth is.