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Don’t take my word for it…

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Attitude vs. Behavior: What’s the Difference?

Attitude vs. Behavior | Al Levi The 7-Power Contractor

“That Tech has a bad attitude.”

“I don’t like the attitude of our bookkeeper!”

“What’s wrong with the attitude of our dispatcher?”

Bad attitudes are everywhere, it would appear.

Based on…what?

In most cases, nothing, other than your opinion, that is. An opinion, by the way, that that colored by your attitude toward others! In fact, my new favorite saying is, “I see what I believe” not the old (and incorrect) saying, “I’ll believe it when I’ll see it.”

As owners and bosses, we’re quick to judge. It’s what we do. We compare people to some fictional version of how we think we were when we did their work. The part we leave out is that our vision of ourselves, especially as times goes by, is akin to the fish growing larger every time the fish story is told!

No, you couldn’t put a water heater in by yourself in one hour. Nor could you install a new heating system by yourself in two hours. You didn’t carry that giant hot tub up four flights of stairs by yourself and install it in an hour, either. And when you were up to your elbows in grunge on a job, or a customer groused at you, you may have come back to the office a little grumpy, too!

So, if you’re judging your staff on the attitudes you perceive, stop it because attitude is only your perception of how someone behaves. It’s not necessarily how they are behaving. You don’t get to control people’s attitudes as if you were blessed with mind control skills. What’s going on in their mind and in their life is not your business.

Here’s what is: How they behave at your business, which affects how they do their work at your company and how they interact with others at your company and your customers.

That is what you’re looking to identify and coach people on.

So, rather than focusing on “attitudes,” focus on evaluating people based on their demonstrated and observed behaviors. Behavior is only thing you can reward and discipline staff on. And your ability to observe and evaluate behavior is tied directly to your ability to do the following:

  1. Using written resources that have been explained as the benchmark to measure their doing the right thing, which is the right behavior.
  2. Doing ride-alongs with Techs in the field on a consistent enough basis so they revert to their normal routine and expose what they’re doing out there all the time with both their good and bad behaviors.
  3. Doing side-by-sides with inside staff often enough to observe them slipping into their normal way of work that reveals once again their good and bad behaviors.
  4. Recording phone calls the right way so your Customer Service Representatives can hear what they sound like and what they’re saying.
  5. There needs to be a system of WIIFMs (What’s In It For Me) tied to good behavior meaning what do I get if I do something good and something tied to bad behavior meaning what happens to me if I do something wrong.
  6. Formalizing Steps of Discipline for when there’s been an observed action that means bad behavior occurred. This Steps of Discipline is designed for management to step in early and correct bad behavior and return those who have strayed.

Switch to addressing your staff’s observed behaviors and let go of the broken method of paying attention to attitudes. Then, watch your company get better.

Now, you’re bound to see less “bad attitudes” and “better behaviors.”

 

Al Levi teaches contractors how to run their businesses with “Less stress and more success,” and he’s on a mission to help 30 contracting firms create and implement operating manuals in 2017. To see if your business qualifies for his upcoming 7-Power Contractor Build Your Operating Manuals Program, visit 7powercontractor.com/byom7PC today.

Also check out Al’s latest business adventure as part of Zoom Franchise Company at www.zoomdrain.com/franchise-opportunity. It’s a living example of the power of manuals and more— in action.