Firepower: Modeling
Firepower: Modeling
Phil Connor
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When my wife and I were raising our children, we used the term “boomerang” to describe something that we would say or do that would come back and “hit us” when our children emulated it. Thus, this inside joke always came up when negative modeling was working and we hadn’t anticipated the consequences. In a similar way, we can greatly impact the performance of those around us when we’re proactively focused on modeling positive behaviors. Of course, this type of modeling requires patience and perseverance, but it can produce great rewards.
In the 1960s, Albert Bandura proposed the term Social Learning Theory (now often referred to as Social Cognitive Theory). This theory states that we learn by observing, imitating, and modeling the behaviors of others. Bandura’s research further indicates that our behaviors are strengthened, weakened, or maintained by modeling. When we imitate the behaviors of others—consciously or unconsciously—we are also modeling for others. For example, we may not have liked our parents’ style of arguing when we were growing up. But upon reflection as adults, we see ourselves using the same patterns when managing conflict. (Yes, I’ve felt that boomerang too.) On the other hand, a coach can serve as a model for her players on the sidelines by being calm in her demeanor when she responds to mistakes or missed opportunities on the court. The players don’t receive direct instruction on decorum and professionalism, but they see positive actions that they can replicate. Modeling doesn’t guarantee such results, but the research shows that consistency greatly increases its effectiveness.
Modeling doesn’t guarantee such results, but the research shows that consistency greatly increases its effectiveness.
Bandura’s research further cites two other factors that increase the effectiveness of modeling: the model’s credibility and similarity. As hearth experts, we have credibility in the showroom, so we can serve as good or bad models for those on our teams. Our coworkers can also serve as effective models for us due to the similarity of our shared experiences. Models can also be celebrities or fictional people that we might identify with due to some similar trait or aspiration.
Of course, modeling can spread positive or negative behaviors. In a recent blog post, the former Navy Seal officer Leif Babin cites lessons from his book The Dichotomy of Leadership. Babin summarizes that respecting our bosses and other authority figures is incredibly important if we want to build trust with those we lead. Our employees, Babin explains, will treat us as we treat our bosses, modeling our behavior. If we constantly complain and undermine the authority of those we report to, we can expect our own reports to do the same thing over time. In other words, what we do speaks much louder than what we say. So when we’re assigned a task or given direction from our leaders, we should work to understand the plan and why it was assigned. If we constantly attack our bosses’ plans, we reduce trust. To build trust, we can document the reasons that a plan falls short, and then take these issues to our bosses. When we share with our teams that we are doing this and ask for their input, we’ll actually build trust.
If we constantly attack our bosses’ plans, we reduce trust. To build trust, we can document the reasons that a plan falls short, and then take these issues to our bosses.
This article is brought to you by Associated Energy Systems.
Nearly any type of behavior can be modeled. Consider when we were young and acquiring basic social skills. We likely didn’t say “please” and “thank you” because we were instructed to, but because we observed others using these manners effectively. Similarly, we learned the value of industry, consistency, and passion by witnessing their positive outcomes in the lives of others. Even as adults, those around us continue to influence our behavior. For this reason, it’s important that we surround ourselves with people we want to be like. When we act in admirable ways and others observe our behavior, we’re essentially “paying it forward.” Positive modeling examples in professional settings include keeping our desks neat, not interrupting others when they’re speaking, and apologizing when appropriate.
Modeling is easy to understand, but it can be difficult to do well. Our kids are grown now, but we still feel the impact of the occasional boomerang. As we embrace being proactive, there will be more boomerangs that come back to remind us that we have modeled good behavior. With consistency and focus, we can minimize the negative boomerangs and increase the positive feedback we receive. The people around us observe how we interact with others, how we deal with conflict, and how we respond when we make mistakes. This month, let’s reflect on how what we do is setting the stage for how others will act and behave. Have a prosperous month ahead—and thanks for reading.
Phil Connor
Phil is always working with his team at Ignition Labratory to find new ways to spread the fire. If you found Phil's column impactful, or if you'd like to have him speak at an upcoming event, contact him at phil.connor@live.com.
