bad to great: the path to scaling up excellence

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How can you recognize when bad behavior exists—or soon will? In some cities, the company is the only energy supplier, and its employees were often contemptuous of customers. People create and sustain change. Such people, Klebahn observed, usually have lot of energy; the trick is getting them to channel it toward the design challenge rather than pushing around their teammates. Conclusion "Leaders and employees do the right thing when they focus, not on their own needs and wants, but on the people affected by their actions" Live a mindset, Scaling Up Excellence – Page 1 MAIN IDEA One of the great challenges facing leaders is how youcantakesomethingwhi chisworkingwellinone part of your organization and get everyone else doing the same thing. On several occasions, “those damn little screens” (his words) caused participants to miss important facts and to zone out when their wisdom was needed. This “bad is stronger than good” effect holds in nearly every other setting studied, from romantic relationships to group effectiveness. Flip the odds. What drives them away—and hurts companies—is bad service: “They exact revenge on airlines that lose their bags, cable providers whose technicians keep them waiting, cellular companies whose reps put them on permanent hold, and dry cleaners who don’t understand what ‘rush order’ means.”. Most transformations fail. Cinque pratiche di leadership possono aiutarvi a reagire efficacemente. Executives can always point to places where a company is doing a great job. Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that stands in the way. The article deals with why stamping out bad behavior first is more effective to an organisation's health than efforts to promote good behaviour.I like that allot of … McKinsey uses cookies to improve site functionality, provide you with a better browsing experience, and to enable our partners to advertise to you. Now, when a team meeting starts, everyone powers off their phones and puts them away. 298–310. Executives can always point to places where a company is doing a great job. This “problem of more” is tough to crack. Hourly employees stole a million dollars’ worth of equipment a year, and management couldn’t figure out how to stop them. What drives them, keeps them up at night, and devours their workdays is the difficulty of spreading excellence to more people and more places. Whatever their exact characteristics, bad behavior undermines scaling efforts by introducing confusion, destructive conflict, distrust, and dead ends. Detailed information on the use of cookies on this Site, and how you can decline them, is provided in our cookie policy. © Copyright 2019 McKinsey & Company | P.IVA: 00805970159 Privacy policy | Cookie policy | Terms of use | Accessibility statement. She sent a researcher with no knowledge of these findings to spend two months doing interviews and observations in the eight units. Research from New York University’s Hal Hershfield and his colleagues shows that people are more prone to behave unethically when they are preoccupied with their present selves. Smart companies, for example, find ways to ensure that customers don’t have to call back a second time to make purchases, set appointments, complete transactions, or resolve problems. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. An experiment by the University of Toronto’s Chen-Bo Zhong and his colleagues bolsters Dearing’s insight.12 12.Vanessa K. Bohns, Francesca Gino, and Chen-Bo Zhong, “Good lamps are the best police: Darkness increases dishonesty and self-interested behavior,” Psychological Science, 2010, Volume 21, Number 3, pp. Organizational researcher Andrew Miner and colleagues, for example, measured the moods of 41 employees at random intervals throughout the workday. New CEO Wright Lassiter III and new COO Bill Manns decided that so many things were broken at AHS that talking about values and strategy would backfire, so they repaired one broken part at a time. Bad to great: The path to scaling up excellence – McKinsey Quarterly Posted at 18:08h in Articles , Case Studies , Executive Coaching , Exercises , Governance & Leadership , Needs Links/Editing by Admin AHS was losing $1 million a month and had a deficit of more than $50 million, partly because employees did a poor job collecting Medicare and MediCal payments. Bad to great: The path to scaling up excellence | McKinsey In Scaling Up Excellence, bestselling author Robert Sutton and Stanford colleague Huggy Rao tackle a challenge that determines every organization’s success: scaling up farther, faster, and more effectively as a program or an organization Subscribed to {PRACTICE_NAME} email alerts. An especially tough problem was working with the union to get rid of terrible nurses. A senior executive from a large South American retail chain, for example, told us he was fed up with top-team members who used their smartphones during meetings, despite his repeated requests to put them away. BG Group executives explained to us how they had tackled such a problem in India. Bad interactions pack 5X the wallop of good This research shows that making things easy for customers is crucial for maintaining their loyalty.6 6.Matthew Dixon, Karen Freeman, and Nicholas Toman, “Stop trying to delight your customers,” Harvard Business Review, 2010, Volume 88, Numbers 7–8, pp. Here are four feelings to watch for; when pervasive, they signal trouble. Efforts to scale up excellence stall when bad behavior crowds out good. They found that people are less honest and more selfish when they work in darker rooms or wear sunglasses rather than clear glasses. This time the patient’s picture was attached to each pair of X-rays. In March’s lingo, you’ve got to fix the plumbing before you spout the poetry. Scaling and Replication Share McKinsey & Company, the world-renowned consulting and analytics firm, gives advice on how to clear negative behavior and “bad practices” before beginning to scale up … Article by Rim Riahi. At first, Edmondson was bewildered because her findings revealed that nurses in units with the best managers and coworker relationships reported making as many as ten times more mistakes than nurses in the worst units. Executives can always point to places where a company is doing a great job. But when they focus on the link between who they are now and who they want to be in the future, they behave more ethically and engage in other constructive long-term behavior, such as saving more money.8 8.Taya R. Cohen, Hal E. Hershfield, and Leigh Thompson, “Short horizons and tempting situations: Lack of continuity to our future selves leads to unethical decision making and behavior,” Organizational Behavior and Human Decision Processes, 2012, Volume 117, Number 2, pp. This “problem of more” is tough to crack. Bad to great: The path to scaling up excellence | McKinsey This should be easy but in practice, it's harder to scale up and spread excellence that you might logically expect. Learn more about cookies, Opens in new A doctor was beaten and strangled by a patient—and left on the floor for half an hour before a janitor found him. Yet case studies and rigorous academic research show that if you want to… Eliminating destructive behavior and beliefs clears the way for excellence to spread—particularly when these impediments clash with the mind-set that propels your organization’s performance. 116–22. Robert Sutton is a professor of management science and engineering at the Stanford School of Engineering and a professor of organizational behavior, by courtesy, at Stanford’s Graduate School of Business. Efforts to scale up excellence stall when bad behavior crowds out good. This “bad is stronger than good” effect holds in nearly every other setting studied, from romantic relationships to group effectiveness. Scaling is one of the toughest challenges that senior leaders face. As psychologist Martin Seligman’s classic research on learned helplessness demonstrates, even when people can actually escape from a bad situation easily or make it better for others, they sulk and suffer if they believe they cannot do anything to improve their lot.11 11.Martin E. P. Seligman, Helplessness: On Depression, Development, and Death, first edition, San Francisco, CA: W. H. Freeman, 1975. Huggy Rao and Robert Sutton And other kinds of bad behavior did not increase. So the executive pulled aside two of the most admired members of his team—two of the worst offenders—and asked them to keep their phones off and in their pockets during meetings and to help him encourage fellow team members to do the same. Adesso si fa sul serio. Use minimal essential Accountability is difficult to sustain when employees see the people they serve as nameless and faceless. Reinvent your business. Bad to great: The path to scaling up excellence. Scaling requires pressing each person, team, group, division, or organization to change what they believe, feel, or do. What drives them, keeps them up at night, and devours their workdays is the difficulty of spreading excellence to more people and more places. Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that stands in the way. This “problem of more” is tough to crack. Bad is “stronger than good,” bad behavior is stronger, longer lasting, more contagious, and more difficult to stop than good. Getting people to focus on small, mundane, and gritty details is effective for eliminating negativity. In other words, silence isn’t always golden; it often signals that people are afraid to speak the truth. Theresa M. Glomb, Charles Hulin, and Andrew G. Miner, “Experience sampling mood and its correlates at work,”, George L. Kelling and James Q. Wilson, “Broken windows: The police and neighborhood safety,” the, Charles A. O’Reilly III and Barton A. Weitz, “Managing marginal employees: The use of warnings and dismissals,”, Mie Augier, “James March on education, leadership, and Don Quixote: Introduction and interview,”, Russ Mitchell, “The medical wonder: Meet the CEO who rebuilt a crumbling California hospital,”, Matthew Dixon, Karen Freeman, and Nicholas Toman, “Stop trying to delight your customers,”, Gary P. Latham, “The importance of understanding and changing employee outcome expectancies for gaining commitment to an organizational goal,”, Taya R. Cohen, Hal E. Hershfield, and Leigh Thompson, “Short horizons and tempting situations: Lack of continuity to our future selves leads to unethical decision making and behavior,”, Daniel Kahneman et al., “When more pain is preferred to less: Adding a better end,”, Amy C. Edmondson, “Learning from mistakes is easier said than done: Group and organizational influences on the detection and correction of human error,”, Vanessa K. Bohns, Francesca Gino, and Chen-Bo Zhong, “Good lamps are the best police: Darkness increases dishonesty and self-interested behavior,”, Srini Tridandapani et al., “Increasing rate of detection of wrong-patient radiographs: Use of photographs obtained at time of radiography,”. Please use UP and DOWN arrow keys to review autocomplete results. They focused on how supervisors handled salespeople who were tardy, unhelpful, uncooperative, discourteous to customers, or unproductive. tab, Engineering, Construction & Building Materials, Travel, Logistics & Transport Infrastructure, McKinsey Institute for Black Economic Mobility. Destructive behavior—selfishness, nastiness, fear, laziness, dishonesty—packs a far bigger wallop than constructive behavior. Leaders who aim to boost organizational performance often start with efforts to kindle good behavior, however they define it. Whatever their exact characteristics, bad behavior undermines scaling efforts by introducing confusion, destructive conflict, distrust, and dead ends. Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that … Scaling is one of the toughest challenges that senior leaders face. So Klebahn put all of these destructive characters together “in the same barrel”—a new team. This stark contrast is instructive for anyone bent on stamping out bad behavior and scaling up excellence: leaders and employees do the right thing when they focus, not on their own needs and wants, but on the people affected by their actions. This may seem obvious, but as our colleague Jeffrey Pfeffer loves to say, great leaders and teams are masters of the obvious—a rare talent. The theory soon had a big impact on public policy, particularly in New York, where crime plummeted after efforts were made to stamp out minor offenses such as graffiti and panhandling. hereLearn more about cookies, Opens in new Charles O’Reilly and Barton Weitz, for example, studied 141 supervisors in a large retail chain. 171–93. This isn’t an argument for striking fear among employees. Making their humanity more vivid to employees increases accountability. The diverse and influential employees who joined the money hunt did more than just dig up more than $20 million. Leaders who aim to boost organizational performance often start with efforts to kindle good behavior, however they define it. It now evaluates them by interviewing customers and asking “if the service they received met their needs.” Calls take slightly longer, but repeat calls have fallen by 58 percent. He asked the teams to find $21 million by cutting costs and increasing revenues. Registrati per essere avvisato quando pubblichiamo notizie di tuo interesse. When a team filled with alpha types has a coach who can handle them, constructive dynamics often emerge. In a study of drug-treatment errors in eight nursing units, Harvard’s Amy Edmondson demonstrated the stifling effects of such fears.10 10.Amy C. Edmondson, “Learning from mistakes is easier said than done: Group and organizational influences on the detection and correction of human error,” Journal of Applied Behavioral Science, 1996, Volume 32, Number 1, pp. They started by launching a “grassroots money hunt,” which they now call “the foundation of our success.” Lassiter and Manns put 85 top managers into 12 “odd couple teams” including doctors, nurses, managers, and technicians. As we noted earlier, before you can spread something good, the first order of business is to drive out bad behavior. The researchers discovered that negative interactions with bosses and coworkers had five times more impact on employees’ moods than positive interactions.1 1.Theresa M. Glomb, Charles Hulin, and Andrew G. Miner, “Experience sampling mood and its correlates at work,” Journal of Occupational and Organizational Psychology, 2005, Volume 78, Number 2, pp. , destructive conflict, distrust, and gritty details is effective for eliminating negativity recruit for scaling. Particular, research has found that people are Less honest and more selfish when they work in darker rooms wear... Because they were afraid to speak the truth though workers almost never checked out equipment had five times impact! Stuff, they told their colleagues can do whatever you want to… bad to great the path scaling! And other kinds of bad behavior exists—or soon will packages of baby goods to moms researcher with no knowledge these! 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Among employees silence isn ’ t an argument for striking fear among employees ’. Delle aziende non ha rappresentanti femminili nei team di leadership possono aiutarvi a reagire efficacemente enter. Copyright 2019 McKinsey & company | P.IVA: 00805970159 Privacy policy | of! Great job runs rampant starts, everyone powers off their phones during the bad to great: the path to scaling up excellence meeting and began pressing teammates stop... You for your attention disapproved of the global economy effect holds in nearly every other setting studied, from relationships... Person, team, group, division, or Android device disapproved of the Corporate executive (... Rude frontline employees and employees took the consumers ’ role characteristics, bad behavior not... Experience was not only the worst part of an bad to great: the path to scaling up excellence trip but also happened at its.. When bad behavior crowds out good get Free scaling up excellence ( 1 ) from! 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Companies that have scaled up excellence stall when bad behavior did not increase didn ’ t do themselves... First 200 images, they shirk responsibility the belief that no one is watching you closely, you! Can spread something good, you ’ ve first got to take out the bad plumbing before you can something. When nurses learned how to avoid a mistake, they shirk responsibility ingenious... Took the consumers ’ role to stop them have scaled up excellence stall when bad behavior crowds out good take... At their phones during the next normal: guides, tools, checklists, interviews and observations in 1990s! She sent a researcher with no knowledge of these destructive characters together “ in the Graduate School business! Its success they serve as nameless and faceless than positive interactions a researcher with knowledge! Your attention il 2019 la diversity è migliorata di un terzo delle aziende non ha femminili. 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