2. Feedback and monitoring

This cluster focuses on the informative processes that allow people to track their work and adjust their effort based on real time data.

2.1. Monitoring of behaviour by others without feedback

Definition: Observe or record behaviour with the person’s knowledge as part of a behaviour change strategy.

Example: A manager sitting in on client calls for a week to note how often the new value proposition is mentioned without interrupting or correcting the staff.

Three tips for getting the best out of this technique:

• Always explain that you are observing to help the process rather than to catch people out.
• Record the actions quietly and accurately so you have a solid baseline of data for later discussions.
• The mere presence of a leader often prompts better performance so use this to jumpstart a slow transition.

2.2. Feedback on behaviour

Definition: Monitor and provide informative or evaluative feedback on the performance of the behaviour.

Example: Telling a consultant that their presentation style was excellent because they used thirty percent more data visualisations than last time.

Three tips for getting the best out of this technique:

• Be specific about what was done well, such as the exact frequency or quality of the action.
• Deliver the feedback as close to the event as possible while the details are still fresh in everyone’s minds.
• Balance evaluative feedback with informative data so the person knows exactly how to improve.

2.3. Self-monitoring of behaviour

Definition: Establish a method for the person to monitor and record their behaviour as part of a behaviour change strategy.

Example: Giving a project manager a simple checklist to tick off every time they send a status update to a client.

Three tips for getting the best out of this technique:

• Keep the recording tool incredibly simple, such as a one-click digital button or a paper tally.
• Encourage the person to look at their own data at the end of the week to spot their own patterns.
• This builds self-reliance and reduces the need for you to micromanage every detail.

2.4. Self-monitoring of outcomes of behaviour

Definition: Establish a method for the person to monitor and record the outcomes of their behaviour.

Example: Asking a salesperson to track their own conversion rate on a weekly spreadsheet to see if their new script is working.

Three tips for getting the best out of this technique:

• Help them see the direct line between their daily habits and the final results.
• Use visual tools, such as simple progress bars, to make the data more engaging.
• This works best when the outcome is something the employee cares about personally, such as their own bonus or commission.

2.5. Monitoring outcomes of behaviour by others without feedback

Definition: Observe or record outcomes of behaviour with the person knowledge as part of a behaviour change strategy.

Example: A director tracking the department total output for a month with the team knowledge but without sharing the weekly totals until the end.

Three tips for getting the best out of this technique:

• Use this to gather a clean set of data before you introduce new incentives or rewards.
• Ensure the team knows what is being measured so they feel the silent pressure of accountability.
• This is a great way to baseline current performance without immediately influencing it with praise or criticism.

2.6. Biofeedback  – not relevant to the leadership field

2.7. Feedback on outcomes of behaviour

Definition: Monitor and provide feedback on the outcome of performance of the behaviour.

Example: Showing a marketing team that their recent social media campaign led to a twenty percent increase in website traffic.

Three tips for getting the best out of this technique:

• Use this to build confidence and prove that the effort was worth the time invested.
• Always link the outcome back to the specific team behaviours that caused the success.
• Deliver this news with energy to turn a data point into a genuine motivational moment.

3. Social support

This cluster leverages team relationships to provide the practical and emotional help needed to make a change stick.

3.1. Social support (unspecified)

Definition: Advise on arranging or providing social support or non-contingent praise for the performance of the behaviour.

Example: Setting up a peer mentoring system where team members can call each other for general advice during a difficult merger.

Three tips for getting the best out of this technique:

• Create the space for support to happen, such as a dedicated channel or a regular coffee
  morning.
• Remind the team that everyone is learning together to lower the barrier for asking for help.
• Explicitly encourage the team to support one another during the transition period.

3.2. Social support (practical)

Definition: Advise on arranging or providing practical help for the performance of the behaviour.

Example: Asking a senior administrator to help a new employee set up their digital folders to ensure they follow the team filing system.

Three tips for getting the best out of this technique:

• Look for small points of friction that a colleague can easily fix for someone else.
• This is about getting hands-on and helping with the work rather than just talking about it.
• Use this to build bonds between team members by encouraging them to solve each other’s technical problems.

3.3. Social support (emotional)

Definition: Advise on arranging or providing emotional social support for the performance of the behaviour.

Example: Pairing a junior staff member with a veteran colleague who can listen to their frustrations during a stressful system rollout.

Three tips for getting the best out of this technique:

• Acknowledge that change is emotionally draining and give people permission to feel frustrated.
• Choose supporters who are naturally empathetic and have high emotional intelligence.
• This is most important during the middle phase of a project when the initial excitement has faded and the work feels difficult.

4. Shaping knowledge

This cluster focuses on providing the information and instructions needed to ensure the person has the technical capability to make the change.

4.1. Instruction on how to perform a behaviour

Definition: Advise or agree on how to perform the behaviour.

Example: A team leader providing a step-by-step guide on how to navigate the new client database to ensure data is entered correctly.

Three tips for getting the best out of this technique:

• Use this when the person is motivated but lacks the technical skill to execute the task.
• Break the instruction down into chronological steps so the person is not overwhelmed by the complexity of the new system.
• Pair this with a demonstration or a role play to ensure the instructions have been fully understood.

4.2. Information about antecedents

Definition: Provide information about social and environmental situations and events that reliably predict the performance of the behaviour.

Example: Advising a manager to notice that they are most likely to skip their project reviews when they have an early morning meeting with the board.

Three tips for getting the best out of this technique:

• Help the employee become a detective of their own habits by identifying what happens just before an unwanted behaviour.
• Use this to build awareness of the environmental cues that currently trigger procrastination or distraction.
• Once the antecedents are identified, use them as the foundation for creating a new action plan.

4.3. Reattribution

Definition: Elicit perceived causes of behaviour and suggest alternative explanations.

Example: If a team member believes they are missing deadlines because they are naturally disorganised, suggest instead that the real cause is an over-reliance on manual tracking rather than on the company software.

Three tips for getting the best out of this technique:

• Listen for limiting beliefs, such as I am just not good at this and provide a more empowering external reason for the struggle.
• Focus on causes that the person can change rather than fixed personality traits.
• Use evidence from previous successes to prove that the alternative explanation is more accurate.

4.4. Behavioural experiments

Definition: Advise on how to identify and test hypotheses about the behaviour, its causes, and consequences by collecting and interpreting data.

Example: Asking a team to spend one week testing if standing meetings actually result in shorter discussion times and better decisions.

Three tips for getting the best out of this technique:

• Frame the change as a temporary trial rather than a permanent rule to lower the resistance to trying something new.
• Ensure the team knows exactly what data they are collecting so the result of the experiment is objective.
• Use the findings of the experiment to co create the next stage of the team workflow.

5. Natural consequences

This cluster helps people understand the direct benefits and risks of their actions rather than relying on external rewards.

5.1. Information about health consequences

Definition: Provide information about the health consequences of performing the behaviour.

Example: Sharing research that shows how taking regular short breaks during the day reduces long-term burnout and physical strain.

Three tips for getting the best out of this technique:

• Focus on health outcomes that directly impact work performance, such as increased energy or reduced stress.
• Provide the information in a visual format, like a simple infographic, to make the benefits more memorable.
• Ensure the person understands that these benefits are a direct result of their specific new habit.

5.2. Salience of consequences

Definition: Use methods specifically designed to emphasise the consequences of performing the behaviour with the aim of making them more memorable.

Example: Showing the team a video of a client expressing deep frustration to make the consequences of slow response times more emotionally impactful.

Three tips for getting the best out of this technique:

• Go beyond just providing facts and find ways to make the behaviour’s impact feel real and urgent.
• Use storytelling or visual aids to keep the consequences front and centre.
• Pair this with information about positive consequences so the team sees both the risk of failure and the reward of success.

5.3. Information about social and environmental consequences

Definition: Provide information about the social and environmental consequences of performing the behaviour.

Example: Telling a sales manager about the financial remuneration or organisational benefits of a specific sales target or growth strategy.

Three tips for getting the best out of this technique:

• Highlight how the individual actions affect the team culture and the overall office environment.
• Show the person how their new habit will improve their professional reputation or their relationship with peers.
• Use this to foster a sense of collective responsibility for the department’s success.

5.4. Monitoring of emotional consequences

Definition: Prompt assessment of feelings after attempts at performing the behaviour.

Example: Asking a team member to record how much more confident they felt after successfully presenting their first project update.

Three tips for getting the best out of this technique:

• Ask the person to reflect on the sense of relief or pride that follows a difficult task.
• Use this to help the person build a positive emotional association with the new behaviour.
• Review these feelings during your one-on-one meetings to reinforce the intrinsic value of the change.

5.5. Anticipated regret

Definition: Induce or raise awareness of expectations of future regret about the performance of the unwanted behaviour.

Example: Asking a manager to consider how they will feel in three months if they do not address the current issues within their team.

Three tips for getting the best out of this technique:

• Use this to break through procrastination by focusing on the long-term cost of inaction.
• Ensure the person knows you are asking this to help them avoid a future problem, not to shame them.
• This is a powerful tool for big picture thinking and long-term career planning.

5.6. Information about emotional consequences

Definition: Provide information about the emotional consequences of performing the behaviour.

Example: Explaining to a stressed employee that sticking to their new boundary on evening emails will lead to higher life satisfaction and lower anxiety.

Three tips for getting the best out of this technique:

• Focus on how the change will improve staff day-to-day mood and mental well-being.
• Use this when the behaviour change requires significant emotional effort or discipline.
• Remind the person that the initial discomfort of the change will eventually lead to a more positive emotional state.

6. Comparison of behaviour

This cluster leverages social proof and peer dynamics to establish standards for what is possible and expected within an organisation.

6.1. Demonstration of the behaviour

Definition: Provide an observable sample of the performance of the behaviour for the person to aspire to or imitate.

Example: A leader performing a role-play exercise during a workshop to show staff exactly how to handle a difficult client negotiation.

Three tips for getting the best out of this technique:

• Ensure the demonstration is provided by a credible source, such as a senior expert or high performer, so the team views the sample as the gold standard.
• Use video or live demonstrations to capture the subtle nuances of tone and body language that written instructions often miss.
• Explicitly advise the person to practice the behaviour immediately after seeing the demonstration to solidify the new skill.

6.2. Social comparison

Definition: Draw attention to the performance of others to allow comparison with the person’s own performance.

Example: Showing a manager the percentage of their team members who completed their training modules compared to the performance of other departments.

Three tips for getting the best out of this technique:

• Use objective data, such as charts or reports, to make the comparison factual rather than an opinion.
• Be careful not to overpraise high performers in a way that demotivates or excludes others.
• Ensure that the people being compared are in similar roles or contexts so the comparison feels fair and achievable.

6.3. Information about others’ approval

Definition: Provide information about what other people think about the behaviour and whether they will like, approve, or disapprove.

Example: Telling a team that the executive board and staff in all other divisions highly approve of the new sustainability initiative.

Three tips for getting the best out of this technique:

• Identify the key company influencers whose approval carries the most weight for your team.
• Focus on the social value of the behaviour, such as how it improves the team’s reputation or professional standing.
• Use this to drive cultural change by demonstrating that the new habit is already the accepted norm among respected peers.

7. Associations

This cluster focuses on the environmental cues and learned triggers that prompt a person to act without requiring intense conscious thought.

7.1. Prompts and cues

Definition: Introduce or define an environmental or social stimulus with the purpose of prompting or cueing the behaviour at the time or place of performance.

Example: A manager placing a specific folder on their physical desk every Friday morning to act as a visual reminder to complete the weekly team review.

Three tips for getting the best out of this technique:

• Ensure the cue is placed exactly where the action needs to happen so the reminder and the task are physically linked.
• Choose a prompt that stands out from the usual environment, such as a brightly coloured sticker or a unique digital notification.
• Use this for simple recurring tasks that are easily forgotten during a busy workday.

7.2. Cue signalling reward

Definition: Identify an environmental stimulus that reliably predicts that a reward will follow the behaviour.

Example: Letting the team know that when a specific project dashboard turns green, it indicates that the criteria for the monthly team bonus have been met.

Three tips for getting the best out of this technique:

• Make the signal highly visible so everyone can track their progress toward the reward in real time.
• Ensure the link between the signal and the reward is consistent to build trust in the process.
• Use this to build excitement and momentum during long-term projects.

7.3. Reduce prompts and cues

Definition: Withdraw prompts gradually to perform the behaviour.

Example: Slowly reducing the number of automated email reminders sent to staff as they become more proficient at using a new reporting system on their own.

Three tips for getting the best out of this technique:

• Only begin reducing cues once you have evidence that the habit is becoming self-sustaining.
• Remove the reminders in stages rather than all at once to avoid a sudden drop in performance.
• Monitor behaviour closely during the reduction phase to ensure the habit does not fade.

7.4. Remove access to the reward

Definition: Advise or arrange for the person to be separated from situations in which unwanted behaviour can be rewarded in order to reduce that behaviour.

Example: Moving a social area away from a quiet work zone so that employees are not rewarded with social interaction when they should be focusing on deep work.

Three tips for getting the best out of this technique:

• Identify what is accidentally rewarding the bad habit, such as peer attention or easy distractions.
• Physically or digitally restructure the environment to make the unwanted reward harder to access.
• This is a more professional and effective way to manage distractions than simply asking people to try harder.

8. Repetition and substitution

This cluster is the engine room of habit formation. It focuses on the repeated practice needed to make a new behaviour automatic.

8.1. Behavioural practice and rehearsal

Definition: Prompt practice or rehearsal of the performance of the behaviour one or more times in a context or at a time when the performance may not be necessary.

Example: Running a mock client pitch in the boardroom to let the team practice their new presentation skills before the actual meeting.

Three tips for getting the best out of this technique:

• Rehearse in the same physical or digital environment where the real task will take place to build situational comfort.
• Encourage the person to repeat the steps multiple times until they feel fluid and natural.
• Provide immediate supportive feedback after each rehearsal session to refine the skill.

8.2. Behaviour substitution

Definition: Prompt substitution of the unwanted behaviour with a wanted or neutral behaviour.

Example: Suggesting that when a manager feels the urge to check their emails during a meeting, they instead take a physical note of a point being made.

Three tips for getting the best out of this technique:

• The new behaviour should be easy to perform and serve as a direct replacement for the old impulse.
• Focus on replacing the action rather than just trying to stop it, because the brain finds it easier to switch than to quit.
• Check that the substitute behaviour does not interfere with the team’s overall goals.

8.3. Habit formation

Definition: Prompt rehearsal and repetition of the behaviour in the same context repeatedly so that the context elicits the behaviour.

Example: Encouraging a team to always update their shared task list immediately after their morning stand-up meeting until the two actions are automatically linked.

Three tips for getting the best out of this technique:

• Consistency is key so ensure the action happens in the same place and at the same time every single day.
• Stack the new habit on top of an existing routine that the team already performs reliably.
• Remind the team that it takes time for a context to start automatically triggering behaviour.

8.4. Habit reversal

Definition: Prompt awareness of the impulse to perform the unwanted behaviour and prompt an alternative action to be performed instead.

Example: Helping a leader notice the physical tension in their jaw before they interrupt someone so they can choose to take a deep breath instead.

Three tips for getting the best out of this technique:

• Focus on identifying the physical or environmental “tells” that occur just before the unwanted habit kicks in.
• The alternative action should be subtle and physically incompatible with the old habit, such as placing hands flat on the table.
• This is highly effective for breaking long-standing unconscious tics or reactive communication styles.

8.5. Overcorrection

Definition: Advise to perform an alternative behaviour that is the opposite of the unwanted behaviour or repeat the wanted behaviour multiple times immediately after the unwanted behaviour occurs.

Example: If a team member uses an unprofessional tone in a Slack channel, asking them to immediately follow up with three constructive and supportive comments to reset the standard.

Three tips for getting the best out of this technique:

• Use this as a rapid way to restore cultural standards after a specific breach has occurred.
• The correction must be immediate so the brain links the effort of the “over-performance” with the mistake.
• Ensure the team understands that this is a reset mechanism to prevent a slide into poor habits.

8.6. Generalisation of a target behaviour

Definition: Advise to perform the wanted behaviour which is already performed in a particular situation in another situation.

Example: Asking a team member who already uses excellent active listening skills with clients to start using those same techniques during internal team meetings.

Three tips for getting the best out of this technique:

• Highlight to the employee that they already possess the skill and just need to apply it in a new area.
• Help them see the parallel between the two situations so the transition feels logical and easy.
• Celebrate the first time they successfully use the skill in the new context to reinforce the change.

8.7. Graded tasks

Definition: Set easy-to-perform tasks, making them increasingly difficult but achievable until the final behaviour is performed.

Example: Asking a new employee to first shadow a call, then lead five minutes of a call, then lead a full meeting over several weeks.

Three tips for getting the best out of this technique:

• Start with a task so small that it is impossible to fail to build the initial confidence.
• Increase the difficulty only after the previous level is mastered and feels comfortable.
• This is the most effective way to help a team member overcome a fear of a new or complex responsibility.

9. Comparison of outcomes

This cluster focuses on helping people weigh up the benefits and costs of changing their actions through persuasion and mental imagery.

9.1. Credible source

Definition: Present verbal or visual communication from a credible source in favour of or against the behaviour.

Example: Inviting a respected industry veteran or a high status professional to speak to the team about the importance of adopting a new security protocol.

Three tips for getting the best out of this technique:

• Choose a source that your team generally agrees is an expert or leader in their field to lend the message authority.
• Ensure the communication is clearly aimed at persuading the team, not just providing a dry list of facts.
• Use this when the team is sceptical of a change and needs to hear from someone with external prestige.

9.2. Pros and cons

Definition: Advise the person to identify and compare reasons for wanting and not wanting to change the behaviour.

Example: Facilitating a workshop where managers list and compare the advantages and disadvantages of moving to a new automated billing system.

Three tips for getting the best out of this technique:

• Encourage the person to be honest about the cons, such as the initial time investment, so they feel the process is fair and realistic.
• Use this as a formal decisional balance exercise during one-on-one career planning or performance reviews.
• Ensure you provide enough information about the potential health or business consequences so the comparison is grounded in reality.

9.3. Comparative imagining of future outcomes

Definition: Prompt or advise the imagining and comparing of future outcomes of changed versus unchanged behaviour.

Example: Asking a team to imagine and compare the likely outcome of attending a high-stakes networking event versus staying in the office to catch up on admin.

Three tips for getting the best out of this technique:

• Use this to make the future feel more tangible by asking the person to describe what their workday will look like in six months if they stick to the change.
• Ensure they contrast the two futures clearly so the cost of inaction becomes psychologically uncomfortable.
• This is a powerful tool for strategic planning sessions where the team needs to commit to a long-term pivot.

10. Reward and threat

This cluster focuses on the strategic use of external motivators to initiate and maintain change.

10.1. Material incentive (behaviour)

Definition: Inform that money vouchers or other valued objects will be delivered if and only if there has been effort and progress in performing the behaviour.

Example: Telling an employee that they will be eligible for a gift card if they successfully complete their new daily log for twenty consecutive days.

Three tips for getting the best out of this technique:

• Use this to bridge the gap during the early days of a habit when the effort feels high and the internal reward is low.
• Ensure the person understands that the incentive is for the work they put in rather than just the final business result.
• Be crystal clear about the criteria for the incentive to avoid any sense of unfairness or confusion.

10.2. Material reward (behaviour)

Definition: Arrange for the delivery of money vouchers or other valued objects if and only if there has been effort and progress in performing the behaviour.

Example: Physically handing over a pre-agreed bonus or voucher once the staff member has proven they have stuck to the new workflow.

Three tips for getting the best out of this technique:

• Deliver the reward as soon as possible after the milestone is reached to create a strong mental link between the work and the gain.
• Keep the reward proportionate to the effort involved to ensure it feels like a fair exchange.
• This is most effective when it follows an earlier material incentive.

10.4. Social reward

Definition: Arrange a verbal or non-verbal reward if and only if there has been effort and progress in performing the behaviour.

Example: Congratulating a team member in a meeting specifically for their consistent effort in using the new project management tool.

Three tips for getting the best out of this technique:

• Be specific about what you are praising so the team member knows exactly which actions to repeat.
• Tailor the delivery to the person because some people value public recognition while others prefer a private note of thanks.
• Social rewards are often more sustainable than material ones as they build a culture of appreciation.

10.5. Social incentive

Definition: Inform that a verbal or non-verbal reward will be delivered if and only if there has been effort and progress in performing the behaviour.

Example: Informing an employee that they will be personally congratulated by the director for each week they maintain their new data entry standard.

Three tips for getting the best out of this technique:

• Use the promise of social status or recognition to drive effort without relying on financial budgets.
• Ensure the promised social reward is delivered reliably to maintain trust in your leadership.
• This works best when the approval comes from someone the employee highly respects.

10.6. Non-specific incentive

Definition: Inform that a reward will be delivered if and only if there has been effort and progress in performing the behaviour.

Example: Identify an activity the person values and inform them that it will happen if they complete their professional development tasks.

Three tips for getting the best out of this technique:

• Use this when you want to allow the employee to choose their own reward.
• Ensure the link between the effort and the reward is clear.
• This is a flexible tool for leaders without access to large financial incentives.

10.7. Self-incentive

Definition: Plan to reward oneself in future if and only if there has been effort and progress in performing the behaviour.

Example: Encouraging a manager to plan a personal treat, such as a specific afternoon off once they have adhered to a new delegation strategy.

Three tips for getting the best out of this technique:

• Help the person identify a meaningful treat that aligns with their overall goals.
• Encourage them to commit to the plan out loud to increase their internal accountability.
• This builds self-reliance and reduces the leader’s need to be the constant source of motivation.

10.8. Incentive (outcome)

Definition: Inform that a reward will be delivered if and only if there has been effort and progress in achieving the behavioural outcome.

Example: Informing a manager that they will receive a financial bonus if and only if their team achieves a specific reduction in customer complaints.

Three tips for getting the best out of this technique:

• Use this when the final result is the most important factor, but ensure the employee has a clear path to get there.
• Combine this with behavioural incentives so the person stays motivated by both the journey and the destination.
• Ensure the outcome is something that can be objectively measured to prevent disputes.

10.9. Self-reward

Definition: Prompt self-praise or self-reward if and only if there has been effort and progress in performing the behaviour.

Example: Encouraging a manager to reward themselves with a professional treat such as a specific new piece of technology or a nice lunch once they have successfully adhered to a new healthy diet or work regime.

Three tips for getting the best out of this technique:

• Use this to help an employee transition from relying on your external praise to finding their own internal sense of accomplishment.
• Encourage the person to use specific self-praise aloud or silently immediately after they complete a difficult task.
• Ensure the reward is contingent solely on the effort made so the person learns to value the process of change.

10.10. Reward (outcome)

Definition: Arrange for the delivery of a reward if and only if there has been effort and progress in achieving the behavioural outcome.

Example: Delivering a profit-sharing check to a team after they successfully hit their annual revenue targets.

Three tips for getting the best out of this technique:

• Celebrate the achievement of the outcome as a team to build collective pride in the result.
• Use the delivery moment to reflect on which specific behaviours led to this positive outcome.
• Ensure the reward is significant enough to match the magnitude of the outcome achieved.

10.11. Future punishment

Definition: Inform that future punishment or removal of reward will be a consequence of performance of an unwanted behaviour.

Example: Letting a team know that continued failure to follow safety protocols will result in the loss of their remote work privileges.

Three tips for getting the best out of this technique:

• Only use this for high-stakes behaviours where failure to change creates a genuine risk to the business or team.
• Ensure the consequences are clearly outlined in advance so the person knows exactly what is at stake.
• Always follow through on the consequence if the unwanted behaviour persists to maintain your credibility as a leader.

11. Regulation

This cluster is designed to help individuals manage their internal states and resources to make behaviour change more sustainable.

11.1. Pharmacological support – not relevant to the leadership field (Even coffee isn’t great for us!)

11.2. Reduce negative emotions

Definition: Advise on ways of reducing negative emotions to facilitate the performance of the behaviour.

Example: Advising a team member on using stress management skills to reduce their anxiety about joining a new, high-pressure project or speaking in a public forum.

Three tips for getting the best out of this technique:

• Acknowledge that learning a new skill is naturally stressful and provide the tools to manage that pressure.
• Encourage the person to use these techniques specifically when they feel the urge to retreat into old, comfortable habits.
• Pair this with problem-solving if the negative emotions are caused by a specific logistical barrier that can be removed.

11.3. Conserving mental resources

Definition: Advise on ways of minimising demands on mental resources to facilitate behaviour change.

Example: Advising a team member to carry a simple cheat sheet or use a digital prompt to reduce the burden on their memory when making complex decisions.

Three tips for getting the best out of this technique:

• Identify tasks that require high levels of concentration and find ways to automate or simplify them.
• Provide visual aids or templates so the person does not have to reinvent the process every time they perform it.
• Use this to prevent decision fatigue, which is a primary reason why new habits fail by the end of a busy workday.

11.4. Paradoxical instructions

Definition: Advise to engage in some form of the unwanted behaviour with the aim of reducing motivation to engage in that behaviour.

Example: Advising a manager who struggles with a specific unproductive habit to intentionally perform it until it feels tedious or loses its appeal.

Three tips for getting the best out of this technique:

• Use this carefully for habits that have a strong psychological pull but low physical risk.
• Explain the logic behind the task so the person understands that the goal is to break
  the internal drive for the habit.
• This is often used for persistent unwanted behaviours that have not responded to standard positive reinforcement.

12. Antecedents

This cluster involves changing the physical or social environment to either remove triggers for unwanted habits or create new pathways for desired actions.

12.1. Restructuring the physical environment

Definition: Change or advise to change the physical environment in order to facilitate the performance of the wanted behaviour or create barriers to the unwanted behaviour.

Example: Advising a team to keep distractions or non-essential equipment in a cupboard that is inconvenient to get to, while placing key project tools in plain sight.

Three tips for getting the best out of this technique:

• Identify the physical points of friction slowing your team and remove them to make the right choice the easiest.
• Use this to create clear zones for different types of work, such as quiet areas for deep focus and shared spaces for collaboration.
• Remember that this goes beyond simple reminders and involves actually changing the layout or availability of tools.

12.2. Restructuring the social environment

Definition: Change or advise to change the social environment in order to facilitate the performance of the wanted behaviour or create barriers to the unwanted behaviour.

Example: Advising a team member to minimise time spent with colleagues who habitually procrastinate or distract others to help them focus on their own output.

Three tips for getting the best out of this technique:

• Help employees curate their social circle at work to include peers who model the desired high-performance behaviours.
• Encourage team members to communicate their goals to their colleagues so the social group can act as a facilitator rather than a barrier.
• Use this to build a subculture of accountability by pairing people with similar growth targets.

12.3. Avoidance or reducing exposure to cues for the behaviour

Definition: Advise on how to avoid exposure to specific social and contextual or physical cues for the behaviour, including changing daily or weekly routines.

Example: Suggesting to a person who wants to stay productive that their morning routine focuses on high-value tasks before they enter social areas or open email.

Three tips for getting the best out of this technique:

• Identify the specific times or places where the person is most likely to fail and plan a new routine that bypasses those triggers.
• This is particularly effective during the first few weeks of a change when the person has not yet built the habit to resist old cues.
• If the person needs to analyse the problem deeper before avoiding it use the problem solving technique first.

12.4. Distraction

Definition: Advise or arrange to use an alternative focus for attention to avoid triggers for unwanted behaviour.

Example: Suggesting to a person who is trying to avoid unproductive digital habits to focus on an enjoyable topic or a specific physical task instead of the screen.

Three tips for getting the best out of this technique:

• Help the employee find a distraction that is actually pleasant or engaging to make it an effective shield against the unwanted impulse.
• Use this as a temporary bridge to help a team member get through a moment of high temptation or stress.
• Ensure the distraction itself does not become a new unproductive habit by keeping it short and focused.

12.5. Adding objects to the environment

Definition: Add objects to the environment in order to facilitate the performance of the behaviour.

Example: Providing high-quality tools, such as new collaboration software or a shared physical dashboard, to improve work quality.

Three tips for getting the best out of this technique:

• The object should serve as a physical facilitator, making the task more enjoyable or easier to complete.
• Do not confuse this with simple leaflets or booklets as the object must actively help in the performance of the task.
• Pair the new object with practical social support to ensure the team knows how to use it effectively.

12.6. Body changes

Definition: Alter body structure, functioning, or support directly to facilitate behaviour change (not so common for change in organisations)

Example: Prompting strength training, relaxation training, or providing assistive aids such as ergonomic chairs to support better posture at work.

Three tips for getting the best out of this technique:

• Focus on physical supports that directly reduce fatigue or strain associated with high-stakes tasks, as a well-supported body maintains focus longer.
• Frame physical wellness and strength as the engine for professional performance since physical functioning directly impacts the energy available for leadership.
• Use relaxation training as a tool to help employees manage the physical tension that often comes with high-pressure roles.

13. Identity

This cluster focuses on the employee’s self-image and how they view their role and values within the team.

13.1. Identification of self as a role model

Definition: Inform that one’s own behaviour may be an example to others.

Example: Informing a senior manager that if they adopt a new healthy habit, it may be a good example for their children or their junior staff.

Three tips for getting the best out of this technique:

• Use this to appeal to a person’s sense of leadership and the legacy they wish to leave within the company.
• Highlight the specific people who are likely to be influenced by their actions, such as direct reports or new hires.
• This is most effective for senior employees who already value their reputation as a mentor.

13.2. Framing or reframing

Definition: Suggest the deliberate adoption of a perspective or a new perspective on behaviour in order to change cognitions or emotions about performing it.

Example: Suggesting that a team member thinks of a difficult task as reducing sedentary behaviour rather than just increasing their physical activity.

Three tips for getting the best out of this technique:

1. Find a way to describe the task that aligns with the person’s existing values or goals.
2. Use this to turn a chore into a challenge by changing the labels used to describe the work.
3. Avoid using this for simple information about health or social consequences as those are distinct techniques.

13.3. Incompatible beliefs

Definition: Draw attention to discrepancies between current or past behaviour and self-image in order to create discomfort.

Example: Drawing attention to a manager who identifies as a champion of team autonomy yet insists on approving every minor internal email or document.

Three tips for getting the best out of this technique:

• Identify the professional values the person publicly champions and gently highlight where their daily habits contradict those principles.
• Use the resulting psychological discomfort as a catalyst for growth by showing the person that changing their habit is the only way to restore their professional integrity.
• Maintain a strict focus on the gap between the work standard and the self-image to keep the conversation an objective performance review rather than personal criticism.

13.4. Valued self-identity

Definition: Advise the person to write or complete rating scales about a cherished value as a means of affirming the person’s identity.

Example: Advise the person to write about their personal strengths before they receive a message advocating for a difficult behaviour change.

Three tips for getting the best out of this technique:

• Use this to build the person’s confidence and resilience before asking them to make a high-stakes change.
• Affirming their identity makes them more open to hearing constructive feedback without becoming defensive.
• Incorporate this into your annual review process to help employees reconnect with what matters most to them professionally.

13.5. Identity associated with changed behaviour

Definition: Advise the person to construct a new self-identity as someone who used to engage with the unwanted behaviour.

Example: Asking a person to articulate their new identity as a former micromanager.

Three tips for getting the best out of this technique:

• Encourage the person to use specific labels for their new identity to help the change become permanent.
• This helps the change move from something they are doing to something they essentially are.
• Reinforce this new identity by using the same language when you praise their progress in public.

14. Scheduled consequences

This cluster involves the strategic arrangement and timing of outcomes to reinforce desired actions and reduce unwanted behaviours.

14.1. Behaviour cost

Definition: Arrange for the withdrawal of something valued if and only if an unwanted behaviour is performed.

Example: Subtracting a small amount from a project budget or a personal perk every time a major safety deadline is missed.

Three tips for getting the best out of this technique:

• Ensure the cost is significant enough to be a deterrent but not so high that it damages the working relationship.
• Apply the rule consistently across the team to maintain fairness and transparency.
• Use this specifically to break persistent unwanted habits that have resisted positive reinforcement.

14.2. Punishment

Definition: Arrange for an aversive consequence contingent on the performance of the unwanted behaviour.

Example: Arranging for a person to wear unattractive clothes or perform a less desirable task following the performance of an unwanted work habit.

Three tips for getting the best out of this technique:

• Use this only for high-stakes behaviours where failure to change creates a genuine risk to the business.
• Keep the consequence professional and directly related to the action taken.
• Clearly explain why the punishment is happening so the person understands the link to their actions.

14.3. Remove reward

Definition: Arrange for the discontinuation of a contingent reward following performance of the unwanted behaviour.

Example: Revoking a weekly early-finish privilege if the team begins to neglect end-of-day reporting tasks.

Three tips for getting the best out of this technique:

• Identify if the unwanted habit is being accidentally rewarded by peer attention or easy distractions.
• Ensure the whole team is aligned on when to withdraw the reward to avoid inconsistent messages.
• Explain that the reward is being removed specifically to help them move away from the unwanted habit.

14.4. Reward approximation

Definition: Arrange for a reward following any approximation to the target behaviour, gradually rewarding only performance closer to the wanted behaviour.

Example: Praising a new employee for just attempting a difficult task, then only praising them when they complete half, and finally only when they do the whole thing.

Three tips for getting the best out of this technique:

• Reward the effort in the beginning to build confidence, even if the performance is not perfect yet.
• Slowly raise the bar so the person is always challenged but never overwhelmed.
• This is the most effective way to train people in complex skills that take a long time to master.

14.5. Rewarding completion

Definition: Build up behaviour by arranging a reward following the final component of the behaviour, then gradually add earlier components.

Example: Rewarding a team for successfully launching a campaign, then making future rewards contingent on the planning and purchasing phases too.

Three tips for getting the best out of this technique:

• Focus on the success of the final result first to build a sense of achievement.
• Gradually shift the focus to the earlier preparation steps that make the final success possible.
• This helps the team value the entire sequence of actions required for a project.

14.6. Situation-specific reward

Definition: Arrange for a reward following the behaviour in one situation but not in another.

Example: Arranging for a reward when a team member uses a specific communication style in a client meeting but not in internal peer discussions.

Three tips for getting the best out of this technique:

• Use this to help employees understand when a specific skill is most valuable.
• Be very clear about the situational criteria so the person knows exactly when the reward is on the table.
• This is particularly useful for roles that require different professional personas in different contexts.

14.7. Reward incompatible behaviour

Definition: Arrange a reward for responding in a manner that is incompatible with a previous response to that situation.

Example: Offering an extra hour of personal development time to any team member who submits their monthly project updates via a structured digital form by 5 PM Friday, rather than their previous habit of calling the manager with ad-hoc verbal updates throughout the weekend.

Three tips for getting the best out of this technique:

• Choose a replacement behaviour that makes it physically or socially impossible to perform the old habit.
• Focus the reward on the successful adoption of the new healthy alternative.
• This is more effective than just asking someone to stop an old habit.

14.8. Reward alternative behaviour

Definition: Arrange a reward for the performance of an alternative to the unwanted behaviour.

Example: Providing a team with a catered “healthy lunch” or an extra team-building hour only on days when they use the new collaborative software instead of relying on inefficient internal email chains.

Three tips for getting the best out of this technique:

• Identify a positive and productive alternative that the employee can perform in the exact same environment where the old habit usually occurs.
• Ensure the reward for the new alternative is significantly more attractive than the internal payoff or convenience the person gets from sticking to their old habit.
• Use this to replace inefficient workflows by making the new process the most materially or socially rewarding path for the team to take.

14.9. Reduce reward frequency

Definition: Arrange for the reward to be contingent on increasing the duration or frequency of the behaviour.

Example: Arranging a reward for each day without a specific error, then each week, then each month.

Three tips for getting the best out of this technique:

• Use this once a habit is already established to move away from constant external praise.
• Only increase the timeframe once the person has proven they can maintain the behaviour reliably.
• This builds long-term resilience and reduces the need for constant leader intervention.

14.10. Remove punishment

Definition: Arrange for the removal of an unpleasant consequence contingent on the performance of the wanted behaviour.

Example: Arranging for someone else to do a tedious task only if the team member has adhered to their new project regimen for a week.

Three tips for getting the best out of this technique:

• Use the removal of a burden as a high value motivator for busy or senior staff.
• Be clear that the relief is a direct result of their consistent performance.
• This is a powerful way to reward the team without requiring additional financial budgets.

15. Self-belief

This cluster provides techniques to strengthen an individual’s confidence in their ability to perform new tasks and maintain change over the long term.

15.1. Verbal persuasion about capability

Definition: Tell the person that they can successfully perform the wanted behaviour by arguing against self-doubts and asserting that they can and will succeed.

Example: Reminding a nervous manager that they have all the skills needed to lead a high-pressure project despite their current challenges.

Three tips for getting the best out of this technique:

• Use certain and direct language to help override the person’s internal self-doubts.
• Provide specific reasons why you believe they are capable based on their proven skills and history.
• This works best when delivered by a leader who the person respects as a credible judge of talent.

15.2. Mental rehearsal of successful performance

Definition: Advise to practise imagining performing the behaviour successfully in relevant contexts.

Example: Advising a team member to imagine delivering a successful presentation and handling difficult questions with confidence in the boardroom.

Three tips for getting the best out of this technique:

• Encourage the person to be as vivid as possible in their imagination to build familiarity with the task.
• Ask them to visualise successfully navigating potential obstacles that might arise during the performance.
• Use this as a mental warm-up immediately before the real-world task begins to reduce performance anxiety.

15.3. Focus on past success

Definition: Advise to think about or list previous successes in performing the behaviour or parts of it.

Example: Asking a staff member to list the occasions on which they successfully managed a similar difficult conversation in the past.

Three tips for getting the best out of this technique:

• Help the person realise that they already possess the evidence of their own success based on their history.
• Ask them to be as detailed as possible when describing their past wins to make the memory more impactful.
• Use this to ground the person in their own proven ability before they start a high-stakes assignment.

15.4. Self-talk

Definition: Prompt positive self-talk aloud or silently before and during the behaviour.

Example: Prompting a person to tell themselves that a difficult task, such as a presentation or a long walk, will be energising.

Three tips for getting the best out of this technique:

• Help the employee develop a specific, positive phrase to counter their most common negative thoughts.
• Encourage them to silently use the phrase during the task to maintain focus.
• Remind them that self-talk is a professional skill that gets more effective with consistent practice.

16. Covert learning

This cluster uses mental imagery and the observation of others to build new habits and prepare for real-world performance.

16.1. Imaginary punishment

Definition: Advise to imagine performing the unwanted behaviour in a real-life situation, followed by imagining an unpleasant consequence.

Example: Advising a team member to imagine the feeling of failure or the client’s negative feedback that would follow if they chose to skip a vital preparation step.

Three tips for getting the best out of this technique:

• Use this sparingly to help people realise the potential downside of old, unwanted habits.
• Ensure the imagined consequence is realistic and logically follows the action to make it impactful.
• Follow this up with an imaginary reward to provide a positive alternative.

16.2. Imaginary reward

Definition: Advise to imagine performing the wanted behaviour in a real-life situation, followed by imagining a pleasant consequence.

Example: Advising a health professional or manager to imagine giving dietary advice, followed by the person losing weight and no longer being unwell.

Three tips for getting the best out of this technique:

• Encourage the person to be as vivid as possible in their imagination to increase the emotional reward.
• Use this to help the employee mentally pre-experience the success of a new project.
• This is a low-cost way to build motivation before the real work begins.

16.3. Vicarious consequences

Definition: Prompt observation of the consequences for others when they perform the behaviour regularly.

Example: Drawing attention to the positive comments and rewards that other staff receive for consistently following new protocols.

Three tips for getting the best out of this technique:

• Highlight peers similar to the team member so the reward feels attainable for them too.
• Use this to build a shared understanding of what success looks like in your department.
• Ensure the team sees that the positive consequences are a direct result of the specific behaviour you are encouraging.