Three Behaviours Booklet.pdf

8/14/2019 Three Behaviours Booklet.pdf

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Our Three Behaviours providea framework for us all to DoThe Right Thing. They help usimprove business performance bydeveloping a culture of trust where

our people work well together.How we behave shapes our business environment,which is why we put equal performance on WHAT youachieve and HOW you go about achieving it.

The Three Behaviours are:

Take responsibility

Keep your word Be open and honest

In this booklet youll read about some tips that focus onthe HOW for each of the Three Behaviours. There arealso coaching cards available on the Intranet that youmay nd useful to read.

Introduction.


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TakeResponsibility.Taking responsibility involveschoosing your attitude.

Take responsibility for making things better. Focus onthe contribution you can make and the factors you cancontrol or inuence.

Listen and question to make sure you clearlyunderstand what others need. Make requests for helpwhen you need it, but above all take ownership forseeing things through.


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Keep your word.Do what you say you are going to do.

Be accountable for doing what you say youre going todo. Make and keep your commitments.

Be clear about the actions you have taken on, makesure you follow through and dont be afraid to challengeothers to do the same.


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Keeping your word means delivering

on your promises.

The key to keeping your wordis to do everything within yourcontrol/inuence to honour yourcommitment.

Request +Promise =

Commitment

Delivering on your promises.

Coaching cards available. Request and Commitment


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Be openand honest.Have real conversations.

Be respectful, truthful and effective in your discussions and

have calm, fact-based conversations, even when the goinggets tough.

Express your views but listen actively to others. Focus onhaving real conversations that are constructive. Be a learner,not a knower.


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Having openand honestconversationstakes practice.The key to being open andhonest is to be respectful, truthfuland effective in your discussions.There are three key skills you needto develop:

Handling the emotion.

Inquire and listen.

Be a learner, not a knower.

Coaching cards available. Courageous conversations Feedback


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Handlingthe emotion.How many times have you had a conversation when youhave said one thing and thought another? Sometimes itsdifcult to tell the truth, but if you hide the truth the realissues dont get resolved. Missing the opportunity to letpeople know how you really feel or think could leave youfeeling stressed and frustrated.


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Example.

The real challenge is to detoxify the left hand column by taking out the emotionbut still sharing the truth. This will ensure the real issues get discussed:

These contract targetsare stupid.

I must highlight that I am notcomfortable with my targets.

Employee

Employee

Employee

Employee

Manager

Manager

Employee

Employee

Employee

Employee

Manager

Manager

Can I talk to you about mytargets this month?

Can I talk to you about mytargets this month as Im notclear about them and Im notsure theyre realistic?

Whats his problem,is he blind?

Maybe I didnt explain themwell enough last Friday.

Yes, the targets are over thereon the wall. Have you got aproblem with them.

Yes, lets get some time into sit down together so I canexplain them in full, answerany questions and explain therationale for them.

S**t this is ridiculous, I dontunderstand these targets andhe is clueless.

Phew, Im so gladhe listened.

Errr no...its ne...no problem.

That would be great as

Im worried about the MobileBroadband targetsin particular.

What you might think. What is actually said.


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Inquireand listen.How many times have you had a conversationwhen you have said one thing and thought another?Sometimes its difcult to tell the truth, but if you hidethe truth the real issues dont get resolved. Missing theopportunity to let people know how you really feel orthink could leave you feeling stressed and frustrated.

The 3 golden rules. Inquiry questions.

1. Understand theother personsreasons /explanations.

Can you give me the factsof the situation?

What did you then decideto do?

How did it makeyou feel?

Can you give me someexamples?

2. Understand theother personsinterests/opinions.

Why is/was this importantto you?

What are your concerns?

What do you think aboutthe situation/problem.

3. Understand the sowhat of the situationbefore you recommend asolution or next steps.

So my understanding is...

What would you suggestwe do next?

What do you want/need tohappen next?


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Be a learner,not a knower.

A knower is someone who thinks they know where theconversation is going and misses the opportunity tolearn from others.

A learner is someone who chooses to approachevery situation as an opportunity to grow and

learn from others.

Im right

I might be right, butIm interested tounderstand moreabout your view

Can you explainmore about why

the previousapproach

worked for you?

I feel hot, whatabout you?

The old approachwas wrong

The room istoo hot

Arrogance:the knower

Humility:the learner

Im justgoing to do

something newand different.


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For further support, visit the ThreeBehaviours section of the Intranet.Here youll nd a list of BehavioursChampions for each department,the coaching cards and plenty ofhints and tips.Dont forget there are also Three

Behaviours workshops available onthe LMS.

Further support.

Documents

Three Behaviours Booklet.pdf