| Abstract: Behavior analysts are often cogs in the wheels of organizations reporting to executives with a different perspective on how people should be managed using a medical or financial model of leadership. The actions of these organizations often directly contradict core empirically validated behavior analytic principles resulting in high rates of turnover, low employee engagement, and employee dissatisfaction. Scientific evidence clearly demonstrates that people should not be motivated through fear, positive reinforcement should not only be delivered at annual performance reviews, employees and coaches require frequent reciprocal feedback, and goal setting with self-monitoring is a key factor driving peak employee performance. Why is it so difficult to put these principles into practice? What can supervisors do within their scope of influence if they are not the CEO? Why are consultants that are experts in the principles of applied behavior analysis teaching it but not doing it themselves or have no history of doing it? These Organizational Behavior Management (OBM) principles will be discussed to demonstrate how one organization translates the principles into leadership actions that have resulted in a turnover rate less than 3%, scaled growth and revenue that nearly doubles every year, and employee engagement providing meaningful work for more than 300 people. |