Behavior specialists suggest habits are responsible for up to 40% of daily actions. Understanding the role of habits, how they form, and what’s required to overcome them is information any supervisor can benefit from. In this episode, host Joe White provides several suggestions for helping employees move beyond undesired habits that adversely impact workforce performance.
Transcript
Announcer:
The SOS Podcast is a production of AEU LEAD, an organization redefining how mid and frontline managers are developed.
Joe White:
Hello and thank you for joining us. I'm Joe White and this is the Supervisor Skills Secrets of Success Podcast. Today's topic is one I've had a great deal of interest in for some time. It's one that directly impacts human performance outcomes, often acting as a barrier for many in realizing desired transitions dependent upon change. We're discussing habits. While habits have an undeniable impact upon our individual circumstances, our discussion today will focus on helping others. Over the course of the next eight minutes or so, my goal is to explain why bad habits form, and to provide you with several recommendations for helping direct reports overcome them where they exist. For those along for the ride, let's jump right into it.
Earlier this year, my wife and I started several remodeling projects. One involved replacement of our kitchen sink. In selecting new hardware, we decided to install a faucet with a touchless sensor. In doing so, I was quickly and consistently reminded over a period of several weeks just how difficult it is to replace old habits with new ones. Time and again, I would turn the control valve to the "on or off" position as I've done throughout my life, only to be reminded of the motion-activated features of the new hardware. All said, it took about six weeks for everyone in the family to automate the behaviors required to use the faucet using only the touchless sensor.
Habits are automatic behaviors that develop over time. They occur mindlessly and most often without conscious or deliberate thought processing. The role of habits in human behavior is important, the benefit they can potentially provide undeniable. That said, habits can be good or bad. In his book, Atomic Habits, author James Clear describes habits as an unfolding sequence involving multiple stages. The process begins with a cue that triggers a craving or desire that prompts a behavioral response, resulting in a desired outcome. Referred to as a habit loop, the four stages can be identified wherever automatic behaviors exist. The cue for a smoker, for example, may be stress or finishing a meal. The craving of a nicotine rush prompts the behavior, which results in satisfaction once the cigarette is finished. The same process drives poor eating habits, at-risk behaviors on the job, and undesirable driving tendencies, among many other things.
So, why is this topic important? More importantly, why is it important to supervisors? For the answer, we don't have to look very far. Behavior specialists believe up to 40% of all daily actions are in fact habits, and because habits occur mindlessly or while on autopilot, breaking bad ones, or more appropriately replacing them, is not easy. It's for this very reason that organizational change initiatives are so difficult to bring about. The behaviors responsible for where you are, are the very ones that must change to get you to where you need to be. Moving beyond status quo is impossible without addressing the habits anchoring you there. For those wanting to learn more or to better prepare yourself for helping others, here are several recommendations for consideration:
1. Recognize where bad habits exist.
Even though habits occur subconsciously and often below a threshold of awareness, most people know they exist. By reflecting on daily routines and acknowledging patterns and behavior that should be improved, we can lay the foundation for needed change. For those going through the exercise, it's important to focus your attention on the things that matter most. Bad habits that could result in serious injury or fatality should rank above those of lower consequence. Identify a poor habit in need of change and commit to doing everything within your power to overcome it.
2. Identify the reward or benefit.
At-risk behaviors occur when there's an anticipated benefit from the course of action that outweighs any perceived cost or consequence. When we take a chance for a benefit that's realized, we'll most likely repeat the behavior given the same or similar set of circumstances. This pattern repeated over time results in automatic or mindless behaviors. In tackling bad habits, it's important to understand the motive or driver behind them. By acknowledging why a bad habit exists, we're far better prepared to overcome it.
3. Determine what the cue or trigger is.
A cue is a trigger. It's what sets automatic behaviors into motion. Common cues are location, time of day, feelings, faults, and other people. The importance of understanding cues cannot be overemphasized. As an example, among those that regularly exercise, routine and structure are often cited as keys to success. For many, workouts occur at the beginning of the day, during lunch breaks, or after work. This is an example of a healthy habit triggered by time. To overcome bad habits, it's important to understand cues triggering them.
4. Decide on an alternate behavior.
The single most effective way to break a bad habit is to replace it with a good one. This requires making a conscious decision to veto a subconscious behavior. In other words, it begins with a choice to do something about the undesired habit. As an example of what this could entail, I once ran a defensive driving workshop in which a participant shared with me that he wanted to start using his seatbelt. His reason for doing so was to model behavior he wanted to see in his two young boys when they started driving. I kept in touch with the gentleman for several months following the session. He automated the new behaviors to practice by putting in place reminders where cues or triggers existed.
5. Put in place support mechanisms.
As for the gentleman who wanted to make seatbelt use a habit, he chose a simple but highly effective method to remind himself to buckle up. He taped an index card to the center of a steering wheel that simply said, "Put on your seatbelt." Bad habits can be difficult to change. Putting in place visual reminders, asking for the help of others, and occasionally reflecting on the reasons why you want or need change is helpful. Whatever it takes, put in place a system that holds you accountable and delivers the results you ultimately desire.
Habits are automatically occurring behaviors that develop over time. They can be good or bad. Overcoming bad habits requires recognizing where they exist, cues that trigger them, and motives or drivers for the undesired behaviors in need of change. Breaking bad habits is difficult. It begins with a choice to do so and is best achieved when replaced by good habits. For supervisors, helping direct reports move beyond habitual behaviors is a critical skill well worth developing. Undesired habits don't develop in a day. Changing them takes time, leadership, and support.
Thank you for joining us. It's my sincere hope you found benefit in our discussion today. We'll be back in October and look forward to you joining us then. If you know of someone that could benefit from our topics of discussion, please forward a link with an endorsement for their consideration. Should you have any questions or need additional information regarding today's topic or any we've covered, just let us know. Our contact information is provided in the show notes accompanying this episode. For those that may not have reviewed or rated your experience with our show, we would greatly appreciate you doing so. That's it for now. Stay safe and thanks for listening.
