Welcome to talk about behaviors and aggregated behaviors

being performance and I am really looking forward to this show because when you came and consulted for me,

shoot how long ago is it now, I don't know, 20 years almost,

that the idea of behaviors and giving feedback to folks based on behaviors versus what I thought they were thinking or what their intent was

Just it was just one of those moments in your

life life, I get it. I get it.

Yeah, people will argue with you, right?

If you, I mean, all of us, we're terrible at it, but we all, it's one of those things.

We think we're really, really good at guessing what people's

intent is. And because of that, what we do is we give feedback based on why we think people

did something.

And it gives so many people the opportunity to say,

you're wrong, that's not what I was thinking.

And it doesn't matter anyway.

If somebody intends to mess up,

but produces an outstanding result, what are you going to do?

Punish them?

What if somebody intends to do well, but they produce a terrible result?

Are you going to reward them? The marketplace certainly doesn't.

If your company intends to do well and produces a terrible product, and as you said before, you

can't have internal systems that are wildly divergent from the external environment

that your organization lives in.

...