bad to great: the path to scaling up excellence

When a team filled with alpha types has a coach who can handle them, constructive dynamics often emerge. Destructive behavior—selfishness, nastiness, fear, laziness, dishonesty—packs a far bigger wallop than constructive behavior. Unleash their potential. Stanford’s James March distinguishes between leaders who are “poets” and “plumbers.”4 4.Mie Augier, “James March on education, leadership, and Don Quixote: Introduction and interview,” Academy of Management Learning & Education, 2004, Volume 3, Number 2, p. 169–77. Sutton discusses companies that have scaled up excellence and explains their success. Allowing even a bit of bad to persist suggests that no one is watching, no one cares, and no one will stop others from doing far worse things.2 2.George L. Kelling and James Q. Wilson, “Broken windows: The police and neighborhood safety,” the Atlantic, March 1, 1982, theatlantic.com. In March’s lingo, you’ve got to fix the plumbing before you spout the poetry. Studio globale di McKinsey: tra il 2017 e il 2019 la diversity è migliorata di un solo punto percentuale. He asked the teams to find $21 million by cutting costs and increasing revenues. Efforts to scale up excellence stall when bad behavior crowds out good. Bad to Great: The Path to Scaling Up Excellence Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that stands in the way. Executives can always point to places where a company is doing a great job. Research by Nobel Prize winner Daniel Kahneman uncovered the “peak–end rule”: no matter how good or bad an experience is or how long it lasts, judgments about it are shaped most strongly by the best and worst moments and by how it ended.9 9.Daniel Kahneman et al., “When more pain is preferred to less: Adding a better end,” Psychological Science, 1993, Volume 4, Number 6, pp. This “problem of more” is tough to crack. Scaling is one of the toughest challenges that senior leaders face. During several recent executive programs, he and his fellow coaches identified some bad apples who harmed their groups. In 1982, criminologist George L. Kelling and political scientist James Q. Wilson described what they called the “broken windows” theory: they observed that in neighborhoods where one broken window was left unrepaired, the remaining windows would soon be broken, too. Bad to great: The path to scaling up excellence Illustration by Davide Bonazzi The problem Destructive behavior—selfishness, nastiness, fear, laziness, dishonesty— packs a far bigger wallop than constructive behavior. The Customer Contact Council of the Corporate Executive Board (CEB) found that many companies don’t follow this path. Yet case studies and rigorous academic research show that if you want to create and spread excellence, eliminating the negative is the first order of business. Use minimal essential In particular, research has found that negative interactions with … O’Reilly and Weitz found that supervisors of the most productive units confronted problems more directly and quickly, issued more warnings, used formal punishments more often, and promptly fired employees when warnings failed.3 3.Charles A. O’Reilly III and Barton A. Weitz, “Managing marginal employees: The use of warnings and dismissals,” Administrative Science Quarterly, 1980, Volume 25, Number 3, pp. Charles O’Reilly and Barton Weitz, for example, studied 141 supervisors in a large retail chain. Something went wrong. W345–W352; and Irith Hadas-Halpern, David Raveh, and Yehonatan N. Turner, “The effects of including a patient’s photograph to the radiographic examination,” paper presented at the 94th meeting of the Radiological Society of North America, 2008. for instance, ten licensed radiologists were asked to examine 20 pairs of chest X-rays. 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,”. For many, the worst part of flying was claiming baggage; they were anxious about when (and if) their stuff would arrive—and surrounded by similarly tense people. Get Free Scaling Up Excellence Getting To More Without Settling For Less spreading excellence to more people and more places. Bad to great: The path to scaling up excellence. They found new sources of revenue, too. The students focused on those who looked most anxious or confused, because they were most in need of help and if their anxieties were calmed, negative emotions wouldn’t infect others. collaboration with select social media and trusted analytics partners This “problem of more” is tough to crack. Bad to great: The path to scaling up excellence February 18, 2014 Here is a portion of an excerpt from Scaling Up Excellence : Getting to More Without Settling for Less , co-authored by Robert Sutton and Huggy Rao, featured by the McKinsey Quarterly . The students tested an “experience prototype” they called Blue Cares by going to the airport, hanging out in the baggage-claim area, and offering to help passengers. Download Citation | On Jan 1, 2014, H. Rao and others published Bad to great: The path to scaling up excellence | Find, read and cite all the research you need on ResearchGate Yet case studies and rigorous academic research show that if you want to… Consulta la tua bacheca personale e imposta gli alert sulle aree di tuo interesse. 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. 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. “Their main strategy is to exceed expectations”, while they are still incompetent in the Registrati per essere avvisato quando pubblichiamo notizie di tuo interesse. Many employees who are prone to selfishness, nastiness, incompetence, cheating, and laziness change their ways after getting feedback and coaching or moving to a workplace where such behavior isn’t tolerated. Tuesday, February 4, 2014. Eventually, with Latham’s help, managers decided to eliminate the thrill by letting employees check out equipment for personal use anytime they wished. This “problem of more” is tough to crack. Scaling requires pressing each person, team, group, division, or organization to change what they believe, feel, or do. An especially tough problem was working with the union to get rid of terrible nurses. People create and sustain change. Executives can always point to places where a company is doing a great job. Executives can always point to places where a company is doing a great job. 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 Helplessness is the third dangerous feeling. Although those big personalities may trample on less aggressive people, a “balance of power” emerges when you put a bunch of these overbearing types together. What drives them, keeps them up at night, and devours their workdays is the difficulty of spreading excellence to more people and more places. Select topics and stay current with our latest insights, Bad to great: The path to scaling up excellence. Scale Up Summit is tailored to business owners interested in growing their companies. Huggy Rao and Robert Sutton 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. Please click "Accept" to help us improve its usefulness with additional cookies. When it comes to mind-sets, however, one size does not fit all; what is good for another company may be bad for yours. Feelings of injustice are the second warning sign. Learn about BG Group executives explained to us how they had tackled such a problem in India. A couple of bad-apple teams have performed poorly, but a few others have produced “shockingly good” prototypes of new products and improved customer experiences. To spread and sustain something good, you’ve first got to take out the bad. F E B R U A R Y 2 014 Bad to great: The path to scaling up The radiologists detected 64 percent of the mismatches. Making their humanity more vivid to employees increases accountability. In a project at the Stanford d.school, for example, three of Sutton’s students followed and interviewed JetBlue passengers through their journeys in and out of two airports. Reinvent your business. At Facebook, everyone from senior executives to new engineers lives the mantra “move fast and break things.” When we asked an executive at one company if its people lived this mind-set, he answered that “move fast and break things” was wrong for many of its businesses, especially the unit that builds software for nuclear submarines! 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 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. The employees got the point, and accountability took hold. 401–5. What drives them, keeps them up at night, and devours their workdays is the difficulty of spreading excellence to more people and more places. From the McKinsey Quarterly a thorough review of the book “Scaling Up Excellence: Getting to More without Settling for Less (Crown Business, February 2014), by Huggy Rao and Robert Sutton. This “problem of more” is tough to crack. The first is fear of responsibility, especially the sense that it is safer to do nothing—or something bad—than the right thing. Practical resources to help leaders navigate to the next normal: guides, tools, checklists, interviews and more. Before senior executives try to spread best practices, they must clear out the negative behavior that stands in the way, argue Robert Sutton and Huggy Rao in this essay adapted from their new book, Scaling Up Excellence: Getting to More without Settling for Less. Stanford’s Perry Klebahn is known for his mastery at coaching and turning around dysfunctional teams in the hands-on creativity classes for master’s students and programs for visiting executives at the Hasso Plattner Institute of Design (which everyone calls “the Stanford d.school”). Bad to Great: The Path to Scaling Up Excellence McKinsey Quarterly, February 2014 Method three: Adequacy Before Excellence Problem - Many organizations don’t work on taking bad out first. To spread and sustain something good, you’ve first got to take out the bad. 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. Managers hit upon an ingenious solution, organizing role-playing sessons where consumers behaved like rude frontline employees and employees took the consumers’ role. Now, when a team meeting starts, everyone powers off their phones and puts them away. What drives them, keeps them up at night, and devours their workdays is the difficulty of spreading excellence to more people and more places. Bad to great: The path to scaling up excellence. How can you recognize when bad behavior exists—or soon will? Mauria Finley is CEO of the start-up Citrus Lane, which sends monthly care packages of baby goods to moms. Efforts to scale up excellence stall when bad behavior crowds out good. 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. In some cities, the company is the only energy supplier, and its employees were often contemptuous of customers. You can sometimes break bad patterns by getting people to think about who they hope to be, not just who they are. 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. 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 stands in the way. In the 1990s, Michael Dearing managed the original flagship department store of Filene’s Basement. Finley explained that her years as a manager at Netscape, eBay, and elsewhere taught her never to withhold bad news or hesitate to tell employees when and why their work wasn’t up to snuff—but to deliver such messages with empathy. In other words, silence isn’t always golden; it often signals that people are afraid to speak the truth. Ma a chi conviene tra capi, dipendenti e aziende? hereLearn more about cookies, Opens in new Scaling is one of the toughest challenges that senior leaders face. 467–84. Bad To Great: The Path To Scaling Up Excellence | LeadershipABC. Because the thieves never sold this stuff, they argued heatedly about who should store it. We use cookies essential for this site to function well. Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that … Nurses defied doctors and supervisors. Numerous studies show that when people think they are getting a raw deal from their employer, bad behavior runs rampant. Hourly employees stole a million dollars’ worth of equipment a year, and management couldn’t figure out how to stop them. 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. Subscribed to {PRACTICE_NAME} email alerts. When the firm surveyed 100 customer-service heads, 89 reported that “their main strategy is to exceed expectations.” But CCC’s surveys of more than 75,000 customers revealed that most aren’t looking for over-the-top service. Seven methods can help leaders who are bent on “breaking bad.”. Silence is among the most reliable signs that people fear personal responsibility and that the learning and self-criticism needed for excellence aren’t happening. Digital upends old models. GO FROM BAD TO GREAT Successful scaling depends as much on eliminating the negative as it does on accentuating the positive. 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. our use of cookies, and Working conditions were horrendous. The theft rate immediately dropped to virtually zero, though workers almost never checked out equipment. Scaling requires pressing each person, team, group, division, or organization to change what they believe, feel, or do. 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. Each pair was supposed to be for the same patient at two different junctures in his or her life. Here are four feelings to watch for; when pervasive, they signal trouble. Bad to great: The path to scaling up excellence. As we noted earlier, before you can spread something good, the first order of business is to drive out bad behavior. We asked her how she struck the right balance as the company grew from 6 people to 20. When we interviewed Finley, she told us that one of her direct reports described her as a “compassionate hard-ass.” She laughed and said, “that’s me.”. Most were, but two to four pairs in each set were intentionally mismatched, so that the radiologists actually reviewed pictures of different patients. 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. The researchers discovered that negative interactions with bosses and coworkers had five times more impact on employees’ moods than positive interactions. A doctor was beaten and strangled by a patient—and left on the floor for half an hour before a janitor found him. Eventually, Edmondson realized that nurses in the worst ones reported fewer mistakes because they were afraid to admit making them. Scaling is one of the toughest challenges that senior leaders face. She sent a researcher with no knowledge of these findings to spend two months doing interviews and observations in the eight units. 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. Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. 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. 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 … When people feel powerless to stop bad forces and events, they shirk responsibility. Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that stands in the way. cookies. This time the patient’s picture was attached to each pair of X-rays. 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. Più di un terzo delle aziende non ha rappresentanti femminili nei team di leadership. 707–16. Bad interactions pack 5X the wallop of good Sometimes, encouraging employees to look to the future—time shifting—just requires finding ways to make the impact of negative actions more vivid to them, so they link short-term actions with long-term consequences. This “problem of more” is tough to crack. 298–310. They found that people are less honest and more selfish when they work in darker rooms or wear sunglasses rather than clear glasses. Detailed information on the use of cookies on this Site, and how you can decline them, is provided in our cookie policy. This technique works. On several occasions, “those damn little screens” (his words) caused participants to miss important facts and to zone out when their wisdom was needed. As Mark Twain said, “There is a charm about the forbidden that makes it unspeakably desirable.” One of our favorite examples of the thrill of bad behavior—and how to squelch it—comes from an intervention the University of Toronto’s Gary Latham helped to invent, implement, and study at a large sawmill.7 7.Gary P. Latham, “The importance of understanding and changing employee outcome expectancies for gaining commitment to an organizational goal,” Personnel Psychology, 2001, Volume 54, Number 3, pp. Most transformations fail. Employees’ cars filled the garage, forcing patients to circle around to find parking spots. 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. View Essay - Bad to great The path to scaling up excellence(1).pdf from BUSINESS 418 at Queensland University of Technology. Bad is “stronger than good,” bad behavior is stronger, longer lasting, more contagious, and more difficult to stop than good. By using this Site or clicking on "OK", you consent to the use of cookies. The diverse and influential employees who joined the money hunt did more than just dig up more than $20 million. The final dangerous feeling is anonymity: the belief that no one is watching you closely, so you can do whatever you want. Efforts to scale up excellence stall when bad behavior crowds out good. Article by Rim Riahi. This “bad is stronger than good” effect holds in nearly every other setting studied, from romantic relationships to group effectiveness. Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that stands in the way. 116–22. That’s why Lassiter and Manns were smart to skip the poetry and start the money hunt right away. 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 … This should be easy but in practice, it's harder to scale up and spread excellence that you might logically expect. Although many workers disapproved of the stealing and didn’t do it themselves, peer pressure prevented them from reporting the thieves. 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. | … Scaling is one of the toughest challenges that senior leaders face. Before Lassiter and Manns arrived at the Alameda Health System, for example, its employees had been in a downward spiral for so long that they felt it was impossible for them or anyone else to make meaningful improvements. Please use UP and DOWN arrow keys to review autocomplete results. This “bad is stronger than good” effect holds in nearly every other setting studied, from romantic relationships to group effectiveness. Executives can always point to places where a company is doing a great job. When it comes to mind-sets, however, one size does not fit all; what is good for another company may be bad for yours. Bad to great: The path to scaling up excellence This is a great article and I will definitely be buying the book the excerpt is from. Executives can always point to places where a company is doing a great job. 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. 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. When nurses learned how to avoid a mistake, they told their colleagues. Negative actions and beliefs also come in different flavors. Whatever their exact characteristics, bad behavior undermines scaling efforts by introducing confusion, destructive conflict, distrust, and dead ends. Bragging about stealing something that’s there for the taking doesn’t earn you prestige. Leaders who aim to boost organizational performance often start with efforts to kindle good behavior, however they define it. Leaders who aim to boost organizational performance often start with efforts to kindle good behavior, however they define it. The best bosses nip bad behavior in the bud but treat people with dignity. Never miss an insight. Getting people to focus on small, mundane, and gritty details is effective for eliminating negativity. 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. The baggage-carousel experience was not only the worst part of an airplane trip but also happened at its end. Flip the odds. Destructive behavior—selfishness, nastiness, fear, laziness, dishonesty—packs a far bigger wallop than constructive behavior.

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