being a better consultant - behavior management · pdf filebeing a better consultant a...

Please do not reproduce without consent of the author Behavior Management Consultants, Inc. 2014

Being a better consultant A workshop presented at APBA 2014 – New Orleans, LA

by Baker Wright, PhD, BCBA-D

The following materials were presented as a workshop during the annual

convention for the Association for Professional Behavior Analysts in March 2014. The following materials were put together strictly for those who attended and for

anyone with whom they would like to share the information. However, please practice professional courtesy because those who follow the information within

may, in fact, grow their influence, their business, and the field of behavior analysis.

(Also, please do not copy or reproduce any part of this without the written consent of the author and presenter…this took a lot of time and hard work, so be nice).

Enjoy.

If you or someone you know would like to have me bring this live to your group or area, please

contact me. [email protected]

Behavior Management Consultants, located in Tallahassee, Florida, has provided quality behavior analysis services throughout the Southeast since 1980. Throughout these years, BMC has built one of the strongest, most experienced teams of behavior analysts in the country. We pride ourselves on delivering exceptional services provided by well-experienced and highly qualified professionals. We hope your time with our BMC consultants was enjoyable and educational so you can take what you learn and apply it to your everyday lives and professional endeavors.


Being a better consultant APBA 2014 – New Orleans, LA

C. Baker Wright, PhD, BCBA-D

Activity 1:

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Notes:




Activity 2:

1. Describe a failure of presentation. What was the actual failure and how did it affect the

outcome for the consumer? How did it affect the outcome for the professional relationship?

2. Describe a success of presentation. How did it help you reach your goals? Do you still communicate in this fashion?

NOTES:




Activity 3:

1. Describe a failure of communication. What was the actual failure and how did it affect the outcome?

2. Describe a success of communication. How did it help you reach your goals? Do you still communicate in this fashion?

Activity 3.1: STATEMENT 1- NO: YES:


STATEMENT 2- NO: YES: STATEMENT 3- NO: YES: STATEMENT 4- NO: YES: NOTES:




Reference List:

Bailey, J.S. & Burch, M. (2010). 25 Essential skills and strategies for the professional behavior

analyst: Expert tips for maximizing consulting effectiveness. New York: Routledge. Blanchard, K., Olmstead, C., & Lawrence, M. (2013). Trust Works!: Four keys to building

lasting relationships. New York: Harper Collins. Buckingham, M. & Clifton, D. (2001). Now, discover your strengths. New York: The Free Press. Buckingham, M. & Coffman, K. (1999). First, break all the rules: What the world’s greatest

managers do differently. New York: Simon and Schuster. Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t. New

York: HarperCollins. Covey, S.M.R. (2006). The SPEED of trust: The one thing that changes everything. New York:

Simon and Schuster. Coleman, K. (2013). One question. New York: Howard Books. Daniels, A.C. (2000). Bringing out the best in people: How to apply the astonishing power of

positive reinforcement. New York: McGraw-Hill. Gerber, M. (2001). The E-Myth Revisited: Why most small businesses don’t work and what to do

about it. New York: Harper Collins. Godin, S. (2010). Linchpin: Are you indispensable? New York: Penguin Group. Grant, A. (2013). Give and Take: Why helping others drives our success. New York: Viking. Lencioni, P. (2002). The 5 dysfunctions of a team: A leadership fable. San Francisco: Jossey-

Bass. Maxwell, J.C. (2010). Everyone communicates, few connect: What the most effective people do

differently. Nashville: Thomas Nelson.


Maxwell, J.C. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville: Thomas Nelson.

Miller, J.G. (2001). QBQ! The question behind the question: What to really ask yourself to

eliminate blame, victim thinking, complaining, and procrastination. New York: Penguin Group.

Ramsey, D. (2011). EntreLeadership: 20 years of practical business wisdom from the trenches.

New York: Howard Books. Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. New York:

Penguin Group.

Please do not reproduce without permission of author and presenter Behavior Management Consultants, Inc - 2014

Remember, you can be a great behavior analyst, but a terrible consultant! Please, don't do that.

How you communicate behavior analysis makes the difference between being effective…or not. All three of these buckets are essential, but the one in the middle is what makes it all work.


50% Behavior analysis 50% sales… Do you believe that? You should.

What business are you in?

What were your three?

Buckingham & Coffman - First, Break all the Rules

Accuracy. Availability. Partnership. Advice.

Levels of customer expectation:


These were mine.

Remember, you will lose credibility without knowing it. This includes appearance (remember “Dr. Jack”), but also the perception of your actions. The open computer is an open door when it comes to the

imagination of those who see you staring into the screen.

Running to the house with the pizza = higher tips. What was it? Hint: it was not the extra 10 seconds…

Pr1

Presentation

WARNING!These are all things that can immediately and critically affect your ability to serve others

effectively


It all matters. Pay attention.


Remember this guy? Don't be him. Be humble enough and smart enough

to say, “I don't know.”

Please do not reproduce without permission of author and presenter Behavior Management Consultants, Inc. - 2014

I THINK YOU GUYS LIKED THIS ONE.

What are the competing contingencies? Would they rather deal with the behavior and not expend the effort? What are they avoiding? Is the

response effort too costly?


Remember the differences between the three kinds of connections.

Respect their time, be prepared, and don't sit for the drop-‐in (remember the President).

“Questions work especially well when

the audience is already skeptical of your influence, such

as when you lack credibility or status”

Please do not reproduce without permission of the author and presenter Behavior Management Consultants, Inc. - 2014

A little self-‐deprecation can go a long way. Remember the Army trainer, young in age and appearance, but well established and ranked. He failed miserably when he opened his training by declaring his resume to a bunch of higher ranked trainees to show them he deserved to be on that stage. He knocked out the second training with this question…with the same exact material as the first training session. “I could

have sworn you were 13.”

Instead of “trigger,” “antecedent,” etc. what are some ways you can ask the same question, but in a better way, and get a better answer?


. Those nurses who told the truth, but empathized were seen as the most helpful and the “best” nurses

Practice your communication…be deliberate.

What’s your answer?


Ahhh, yes. Withitness!

Is it learnable? Maybe. You better try.

Being alert enough just to smile and say, “have a nice day.” Remember the story of the consultant whose job it was to say nothing and smile for 3 days. Those 3 days (without offering suggestions, corrections or

“help”) earned him a career of trust.


Time to ask Time to tell about how Time to pursue toilet for the data? bad the staff stinks? training? NO NO. NOPE

JUST DON'T SPOIL IT!


You have 3 bombs. You have a ton of small bullets. Do the aiming and testing with your bullets (the small stuff). Get the feedback and make adjustments…more bullets. Hit the targets…then go for the bombs.

Does that make sense? Shaping? Behavioral momentum?


The best plans can go in the trash can if they are not feasible to implement within a

home, a classroom, a hospital, etc.

Does your plan, do your recommendations pass the “feasibility factor?”

You can stay within your

boundaries and maintain your role and not be a jerk. There is a lot of mileage in these things…do them consistently (and don't complain).

I hope this does not break copyright laws. Remember this.

From Give and Take (see references)


Shaping. Shaping. Shaping.


[email protected]

Thank you

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