Reviews
Published
in People Management, August 31, 2006
I
have to start by declaring an interest - I'm a behaviourist.
I have always advocated that approach since our behaviour
is the part of us that "shows", it inevitably has
a direct impact on the behaviour of those around us:
behaviour breeds behaviour. I also think that it makes
pragmatic sense to focus on behaviour rather than
on personalities and attitudes, and that the key to
behavioural change is to understand the links between
situations and the way people are behaving.
Perhaps,
then, you can appreciate why reading this book was
a delight for me - it was a "preaching to the converted"
experience. In fact, I have rarely read a book that
had me nodding so enthusiastically on virtually every
page - and that's 241 nods!
The
gist of Robin Stuart-Kotze's argument can be summarised
as follows:
-
Performance
is driven by behaviour. It's what you do that matters,
not who you are or your personality.
-
Behaviour
changes as the situation changes. Everyone behaves
in ways that, given the situation, seem appropriate
and are likely to work.
-
Decisions
to change behaviour are based on one of two things:
anticipation of a gain or a wish to reduce a pain.
-
Change
works best using an AT ("ask them") approach, not
a TT ("tell them") approach.
-
You
can see behaviour and therefore you can measure
it.
-
Groups
don't change, teams don't change, companies don't
change; individuals change.
These
tenets underpin the whole book and help the author
to debunk the notions: that leaders are born, not
made ("the fact is that all behaviour is learnt, and
leadership behaviour is no exception," he says); that
there is a difference between leading and managing
("differentiating between leaders and managers tends
to imply that managers aren't leaders…clearly, this
is nonsense"); and that motivation is something you
"do" to people ("it can't be 'injected' into people").
The book advocates a behaviourist approach (behaviour
kinetics), with plenty of compelling examples showing
how it works.
The
book has numerous case studies and contains many useful
lists of behaviours that have been shown to accelerate,
sustain or block performance. It is also written in
a clear, readable style. Here is an example: "As you
recall, the seven dwarfs sang and whistled happily
on their way to work. Given that the dwarfs worked
underground all day in a mine, what made them so happy
that they whistled on their way there? It's easy to
understand why they might whistle on the way back
from work…but the big question is, why did they whistle
on the way to work?"
Read
this remarkable book to get the answer and, even more
importantly, to find out how to improve
performance in any organisation.
Dr.
Peter Honey
-----------------------------------------------------------------------------------------
Published
in Personnel Today, October 3, 2006
This
is an easy-to-read and engaging book that clearly advises
readers of an age-old secret: behaviour drives performance.
Stuart-Kotze unlocks long-ignored self-awareness avoidables
and provides post-shock remedies that you actually want
to try.
This
is a book that needs to be read by all, not just HR
practitioners. Everyone can gain from knowing how their
behaviour affects performance - the good and the bad.
Most of us will want to improve, and Stuart-Kotze guides
readers through the science of behaviour change logically
and inspiringly. Even better, if you can do it for yourself,
then why not encourage others - leadership, after all,
is about getting people to improve their performance.
Most
organisations have change-blockers within them, but
whatever the reasons for negative attitudes, there are
solutions, and in the "right" working environment they
can be converted into change champions. We are reminded
that a trusting, transparent and supportive management
ethos of delegation, development and recognition, linked
to the discipline of effectively dealing with blocking
behaviours, will provide the framework of performance-driven
leadership. Motivational behaviour emanates from such
a framework.
This
book is more than just a starter in performance management
- it is an on-going motivator in itself. Read, enjoy
and change.
Useful?
Four out of five stars
Well-written?
Four out of five stars
Practical? Four out of five stars
Inspirational? Five out of five stars
Value for money? Four out of five stars
Overall? Four out of five stars
Peter
Bailey Deputy Head of HR Thurrock Council
-----------------------------------------------------------------------------------------
"If
I had read this book as I started out in my career I
would have saved a lot of wasted time, energy and certainly
would not have endured so much frustration in my managerial/leadership
roles. In addition to this and most importantly I would
have generated even greater profitable revenue streams
for my employers.
I finally have the answer to a question that I have
continually asked myself as well as key people in the
world of business, "why is it that certain individuals
and organisations achieve results and others do not,
when all things are equal" A question that no other
business book has ever answered, and I have read many!"
Corinne
Hay, MD, Y Group Ltd.
-----------------------------------------------------------------------------------------
"What
I found most fascinating as I read your chapters was
that the basis for much of what you were saying did
not come from the theorising of academics but from the
experience of over 5,000 people like me - managers in
business. That is a critical difference from most of
the management books I've read in the past and it gained
my attention and led me deeper into understanding the
new science of Behaviour Kinetics. The style of the
book will have the instant support of many managers
who feel guilty about not reading a book on management
every month. Your book is easy to read and has real
depth, content and value. It gently debunks most of
the froth written about the principles we use to run
our businesses, and indeed our lives, and gives us an
important new tool which is simply explained and illustrated.
I think each reader will have their own mini eureka
moment as a solution to a knotty problem suddenly springs
to mind while they read the book."
Tony
Scanlan, Managing Director, Yq? International
-----------------------------------------------------------------------------------------
"One
overwhelming feeling I got when reading the text was
the down to earth approach in the way it is written.
I see an opportunity to use the book in coaching middle
managers within the organization. The challenge today
is that in many cases most of the material tends to
be overly theoretical and unfortunately create a certain
"rocket-science" feel to the subject. One of the most
valuable tools when coaching is the ability to turn
a theoretical argument into practical examples, and
I believe the book will allow that to happen quite seamlessly."
Tom
Mellin, Operations Director, TNT Europe
-----------------------------------------------------------------------------------------
"I
am not a great reader of business books in general .
Mostly this is because I find the style of writing dull
and uninspiring. Without wishing to flatter, your style
gets around this problem most admirably and I find myself
picking it up whenever I have a few moments and actually
enjoying reading it.
The
content is high quality. You argue the case coherently
and convincingly. I suppose the acid test for a publication
such as this is would I pick it up and read it through
to the end if I did not know about the existence of
Behaviour Kinetics and would I want to find out more
to consider implementing in my company. The answer to
all the above is a resounding yes."
Chris
Tomkinson, Retired Main Board Director, Rothmans International
-----------------------------------------------------------------------------------------
"Now
and again, we find a book that is really important.
Performance: The Secrets of Successful Behaviour, by
Robin Stuart-Kotze, is really, really important. In
fact, I will go as far as to say that if you do not
read this book, you are probably in dereliction of your
duty as a manager. This book is seriously needed. There
have been too many books about 'types' of people - personality
issues. The problem with these is that even if they
are right, you cannot change your personality. This
book is about behaviour - and shows how behaviour can
be changed to meet the situation. It is thus a practical
book. The issue of management style has been quiet for
several years. It needs to be revisited and this book
does this."
Dr.
David West, Director of Learning, The Working Manager
Ltd.
-----------------------------------------------------------------------------------------
"I
love the "no holds barred" and conversational style.
It makes for easy reading, especially for those whose
first language is not English. It's refreshing to find
practical advice in the book. This is certainly a book
for the practising manager, rather than academia."
Alan
Yu, Chief Operating Officer, C K Technologies International,
Hong Kong
-----------------------------------------------------------------------------------------
"A
must read for those seeking to create organisational
change and to encourage high team and personal performance.
Powerful insights and everyday language - a winning
combination!"
Chris
Dunn, Business Development Director, AdviserPlus.
-----------------------------------------------------------------------------------------
"This
book hits the nail right on the head; it's behaviour
that drives performance and nothing else."
Nigel
Melville, former Captain of England Rugby
-----------------------------------------------------------------------------------------
"I
was so taken by the principles in this book that I will
ensure that it will be essential reading for all our
senior management in Europe."
Danny
Kalman, HR Director, Panasonic Europe.
-----------------------------------------------------------------------------------------
"Fiddle
around with spread-sheets if you must. But if you want
to improve the performance of your business - focus
on the behaviour of your leaders. This book is a must-read."
Norman
Green - Chief Operating Officer - Herbert Smith
-----------------------------------------------------------------------------------------
"This is an essential read for all our managers and
HR professionals. It successfully links practical, observable
insights into the need for behavioural change with easy
to adopt tips on measurement when driving for high performance."
Margaret
Savage, Director HR Strategy and Systems, BT Group plc
-----------------------------------------------------------------------------------------
"To
my mind, improving business performance starts at the
top. Finally, a book that helps you direct and coach
the behaviour of leaders."
Paul
Fleming - MD - Britax Childcare Europe
