Many organisations will invest heavily in producing a remarkable strategy utilising market intelligence, competitor data, various strategic tools and consultants to attain new growth.

They will often hire new resources, invest in training people and equipping them with new skills and further investment in the strategy and capital equipment needed.  However, they are often left wondering what went wrong when the strategy outcomes did not materialise in part or in full.

Let’s start from the premise, that all organisations employ people who lead, manage, design, sell, make, deliver, and maintain products & services.  Success is not just about having the right strategy and people in place with the right competencies.  It is not just about the what is done but how the strategy and service is delivered through its people i.e. their behaviours.

Behaviours or ‘behavioural competencies’ as they are sometimes referred, are just as important as the technical/commercial competencies an organisations people display.  So what are behaviours?

In summary, behaviours are the attributes we display as we go about our daily lives at home, in the workplace or any place elsewhere for that matter.  It is the ‘how’ we deliver and live rather than the ‘what’ we deliver.  For example, behaviours are how we communicate; how we interact and work with others whether colleagues, clients or suppliers; how we develop ourselves and others; how we share knowledge and experiences and more.

How we behave often has impact on service, employee and customer satisfaction, our individual and team performance and ultimately the performance of our business.  It is therefore when defining a new strategy that we must visit (or revisit) the type of behaviours we, as an organisation want to exhibit to deliver on our strategies, aims, objectives and values the company wish to exhibit and live by.  Aligning all its people is no easy task, but the rewards are significant.

The secret is in defining those positive behaviours, what good looks like and measuring behaviours against benchmarks too.

Article by Paul Phyall of Titan Business Solutions.

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