Here's What Really Motivates ABA Staff
Certainly there are many contributing variables to a clinician’s leaving and staying. Salary, upward mobility, caseload size, or a desire to challenge oneself personally can all play a part.
As a BCBA, how do we create an environment that our RBTs flourish in? And, in turn, make our jobs way more enjoyable? What is the reinforcer that ensures that they stay put or go elsewhere.
After much thought and—I’ll admit—nothing but anecdotes, I think the answer is simple. There’s one reinforcer that seems to hold more value than any of the aforementioned motivators. It’s powerful enough that BCBAs and RBTs will do without just to ensure that they continue to access it. And when they don’t have access to it, they’ll go elsewhere to find it. That reinforcer? Quality Relationships.
BCBAs and RBTs are relationally driven people. If they weren’t, we’d be working jobs where human interaction is limited. We value quality, meaningful interactions with our learners, our coworkers, and our families. When asked why we love our job, our response is usually “the kids” or “the people here.” Give us an environment where our human relationships are meaningful, robust, and close and we’ll be genuinely happy. As the quality of our relationships grow with each other, so does our time with the company, and so do memories (and sometimes friendships) that last forever.
So that means, as BCBAs (aka leaders), we need to intentionally create a clinical environment where relationships thrive. This encourages staff to invest in each other. As a result of that, learner outcomes improve as well. Joy breeds more joy.
This behooves us as BCBAs to work towards quality relationships among our peers and RBTs. It’s up to us to improve the work culture around us. Lucky for you, you’re already good at this—you know what social praise is. The call to become a BCBA means you likely possess an innate urge to make the world a better place for the people around you.
Let me tell you about John Gottman and the 5:1 ratio. Years ago, relationship researcher John Gottman was analyzing the components of healthy spousal relationships. He discovered what others now call the “magic ratio” of relationships. What’s cool is its tenants can apply to any relationship—even the ones with our coworkers. The magic ratio indicates that for every one negative interaction, there needs to be five positive interactions to ensure that the relationship maintains lasting quality.
So, how can we increase the number of positive interactions that we have with those around us? How can we improve the general culture at work?
Well, first, we need to increase the number of quality interactions we have with our people. Just like we would expect them to increase their trial rates with their learners.
Here are a few ways you can improve those interactions!
Use multiple channels. Beware of sounding inauthentic or contrived when delivering social praise as it may actually end up moving the needle the wrong way. A handwritten note goes a long way. Or, sending your supervisor over to deliver praise on your behalf lets the person know you’ve been bragging about how awesome they are. Don’t forget to drop an email as well.
Show interest and ask questions—especially when they are struggling. Not all quality interaction should happen when the going is easy. If your RBT is struggling or frustrated, avoid all urges to get defensive. Instead, come from the standpoint of complete openness and ask as many questions as you can about the issues they are having. Not only does this show that you care, but it can take the edge off the situation.
Ask them how they are doing. But really ask them how they are doing. Be genuinely curious about who they are and what they do. Care about them!
Lighten the mood. Being able to crack a joke or make fun of yourself can disarm a nervous person. People know they can openly communicate with you without somehow getting into trouble or unintentionally offending you. This opens up the space for more open conversation. Open conversation is where quality relationships thrive.
Encourage others to give social praise to someone else and reward it. Make it a point to encourage your coworkers and RBTs to give positive feedback to each other. Social praise shouldn’t simply go “down the chain”. It needs to move laterally on the floor, as well. For example, when you’re in a consult with a morning RBT, you might ask them to thank the afternoon RBT for taking accurate data.
Hit me back. What challenges have you faced in the past when it comes to interacting? Have a good story? I’d love to hear about it!