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WHE14: The 6 Drivers of Behavioral Engagement

by Joe Sherwood on August 25, 2014

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This episode is the second in a two-part series about leading a health behavioral change. Episode 13 focused on leading a fairly straightforward change, such as influencing employees to get a biometric health screening or to take a financial wellness assessment. Episode 14 addresses leading a more complex change effort, such as influencing employees to take the recommended actions that will improve their physical or financial health.

Our behavioral engagement model is based on the research and theories discussed in the book Influencer: The New Science of Leading Change, written by social scientist David Maxfield and his coauthors.

Behavioral Engagement Model

The model recognizes two domains that drive behavior: motivation and ability. Other well-known models for behavioral change, such as the Fogg Behavior Model, also recognize these key elements.

These domains are divided into personal, social, and structural sources – reflecting psychology, social psychology, and organization theory, respectively. As a result of the two domains and three spheres, the model comprises six drivers of behavioral engagement.

If the behavior you’re trying to change is supported by only one source of influence, changing that one might be sufficient to improve results. However, when you’re facing longstanding, highly resistant habits, you’re typically up against many – if not all six – sources of influence. So think about it: if six sources are driving a bad habit and you address only one, what do you predict will happen. If you answer, “Nothing,” you’re right.

~ From Influencer.

In this episode, we explain the Behavorial Engagement model, share examples, and discuss how the model can be used to develop an engagement strategy as well as evaluate an existing strategy to identify gaps.

Joining Jesse on the show once again is Terry Sherwood, his colleague from Aspendale Communications. Terry has over 25 years of experience helping companies communicate effectively with their employees. Her diverse background in human resources, corporate communications, and marketing provides a blend of creativity and practicality that delivers results. Terry has held senior consulting positions with several large consulting firms, including PriceWaterhouseCoopers and Towers Watson.

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If you like our show, please rate us on iTunes. That makes a huge difference in helping more people discover it. We love to know your thoughts about this episode. Please submit your comments below! You can also email comments to Jesse at jesse@engagingleader.com, subscribe to him on Facebook, or follow him on Twitter.

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collective-geniusAre you a leader who builds teams that innovate again and again? Creating and sustaining an organization that is consistently innovative is extremely difficult (and rare). Conventional leaders see their role as conjuring up a vision and inspiring others to make it happen. The best leaders of innovation see their role quite differently. Former Pixar tech wizard Greg Brandeau joins us to discuss how to lead organizational creativity.

Greg has served as chief tech executive at some amazing companies (such as NeXT, Pixar, and Disney), working with amazing people (such as Steve Jobs, Ed Catmull, and John Lasseter). Along the way, he discovered some companies are able to innovate time and time again, and other companies do not. He and three colleagues researched this and wrote Collective Genius: The Art and Practice of Leading Innovation, the new book published by Harvard Business Review. Their results may surprise you.

Conventional wisdom says the leader’s role is to set a vision and inspire people to execute that vision. But what if a “deliciously wicked” problem calls for a truly original response? To create something truly new and useful, you as an individual cannot know exactly where to go. As Thomas Edison taught the world, true innovation is a team sport – the solution to a complex problem almost never comes from the genius of a solitary inventor, but rather from the collective genius of a team.

Creating and sustaining an organization that is consistently innovative is extremely difficult (and rare). That’s because innovation embodies basic paradoxes that produce ongoing tension, for example:

  • Unleashing the talents of individuals vs. Harnessing the creativity into a collective solution
  • Affirming and amplifying individual perspectives and ideas vs. Focusing on what the group needs
  • Fostering experimentation and learning vs. Achieving results on time and within budget
  • Promoting improvisation vs. Maintaining structure and constraints.

Leading innovation requires balancing these tensions, which requires re-thinking your role as leader. The best leaders of innovation don’t see their role as conjuring up a vision and inspiring others to make it happen – rather, they see their most important role as creating and supporting an environment and a context for the team to collectively do the work of innovation.

Together, Greg and Jesse discuss key concepts from the book, such as:

Willingness / Motivation to Innovate

  • Community (shared purpose)
  • Values and rules/norms of engagement (culture)

Ability to Innovate

  • Creative Abrasion
  • Creative Agility
  • Creative Resolution

Innovation ecosystem:

Finding tomorrow’s leaders of innovation

Resources Mentioned in This Episode

Subscription Links

iTunes Stitcher RSS

Your Feedback

If you like our show, please rate us on iTunes. That makes a huge difference in helping more people discover it. We love to know your thoughts about this episode. Please submit your comments below! You can also email comments to Jesse at jesse@engagingleader.com, subscribe to him on Facebook, or follow him on Twitter.

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If You Don’t Lead Innovation, You Aren’t a Leader. (And you won’t stay in business very long.)

August 11, 2014

Conventional wisdom says creativity is the realm of advertising, and innovation the job of product development. We wouldn’t expect to find the IT or Finance departments bursting with innovation. But Google could never have grown from a startup in 1998 to the market dominator, with over one million servers, without an IT team that was […]

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Leading Behind the Flock

August 8, 2014

While reading the new book Collective Genius in preparation for my upcoming interview with former Pixar tech wizard Greg Brandeau, I was reminded by this powerful insight: “A leader … is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along […]

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093: The Pure-Hearted Leader: The Surprising Relevance of an Ancient Concept

August 4, 2014

Back in 2000, Jesse was helping an executive at one of the world’s largest companies develop a communication plan. As they were working through the key messages, the executive got tripped up on one of the words Jesse was recommending. He thought the word and even the concept might be dated, old-fashioned. The word was […]

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Putting Time in the Leadership Saddle

July 25, 2014

This past week, a buddy and I were completing our final training ride (60 miles) in preparation for my longest race scheduled for the year, a 100-mile “century” cycling race this coming week. Since our last ride together, we both had acquired new gear. Sam had bought his first cycling shoes and clipless pedals. I had my first padded […]

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WHE13: How to Move Employees from Awareness to Action

July 24, 2014

This episode is the first in a two-part series about leading a health behavioral change. Episode 13 focuses on leading a fairly straightforward change, such as influencing employees to get a biometric health screening or to take a financial wellness assessment. Episode 14 will address leading a more complex change effort, such as influencing employees […]

Read the full article →

092: 7 Keys to Clarity and Conciseness

July 14, 2014

Back in episode 89, about the Power of Brevity, we discussed why brevity works and provided four tips for being brief yet powerful. In these tips, clarity leads to brevity, and vice versa. Now, contrast that with most of the corporate-level communication that companies provide their employees. Whether it’s a letter or email from the […]

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091: Influencer: The New Science of Leading Change | with David Maxfield

July 3, 2014

All successful leaders have to be good at leading progress. And science has found that successful leaders, from CEOs to parents, have a common set of principles and skills that help create quick, profound, and lasting change in people and organizations. David Maxfield, New York Times bestselling author, keynote speaker, and social scientist for organizational change, […]

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WHE12: Beyond “Biggest Loser” Contests: Creating a True Culture of Health | with Mary Pitman from Norfolk Southern

June 26, 2014

The popular weight-loss reality TV show “The Biggest Loser” has inspired many companies to hold weight loss contests for their employees. People love the idea of experiencing fast weight loss, and the idea of a friendly competition seems fun. But while “The Biggest Loser” makes for great reality TV, does it make for a great […]

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090: How to Bridge the Workplace Generation Gap | with David Maxfield

June 15, 2014

Can people of different generations work together productively, or do their differences lead only to conflict? According to a new study from the American Society for Training & Development (ASTD) and social scientist for organizational change David Maxfield, unaddressed tension and resentment between Baby Boomers, Gen X, and Millennials is sapping productivity in corporate America. […]

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GC27: Gamify New Hire Onboarding | with Mohit Garg from MindTickle

June 12, 2014

MindTickle enables businesses, trainers and individuals to transform their existing online content (presentation slides, videos, and documents) into an interactive learning experience. MindTickle engages the learner and makes learning efficient, effective and delightful through a unique combination of gamification elements and social tools. Mohit Garg is the Co-Founder of MindTickle. Prior to co-founding MindTickle in […]

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