Give lots of feedback

• Appropriate behavior is reinforced.
• Feedback is determined by the recipient, not the giver.
• The giver is in control. If the supervisor does not give feedback, the employee will get it somewhere else.
• People would rather receive negative feedback than no feedback.

Measure performance

• Measure behaviors that the employee can control.
• Measure activity, not results.
• Comparing present activity/behavior with prior personal bests.
• Tells you how and when to use feedback.

Define clear goals in writing

• Written rules are easy to understand.
• Do accomplish - changing behavior to meet goals.
• Don’t rationalize - changing goals
• o match our behavior.

Establish concrete consistent rules

• Don’t change in the middle of the game.
• Can better improve our performance with consistent rules.

Allow freedom to choose

• Results in “I want to” thinking rather than “I have to” thinking.
• Supervisors feel they must tell workers how, why, what to do.
• Telling how without their asking for direction it drains initiative.