Read More Great Management Articles
Why Do Some Leaders Achieve High Productivity Levels?
There are some leaders that seem to have a magical approach to their team as they achieve high levels of productivity in the workplace. After watching them for many years and identifying supervisors and managers developing productivity improvements, I think I know the answer.
By: Peter Mitchell
There are some leaders that seem to have a magical approach to their team as they achieve high levels of productivity in the workplace. After watching them for many years and identifying supervisors and managers developing productivity improvements, I think I know the answer.
By: Peter Mitchell
|
The managers and supervisors that are successful are also willing to change. They will often try something and if it doesn't work, move on and try something else. The fact is that changes have crept up on us. At one time we thought that having a leadership position, we were in charge. This meant that we could use our position to get results through other people.
In today's environment, we will end up with lousy results from our staff if we try and use our leadership position to get what we want. The reverse will happen. The people that we want to perform will withhold their effort and often become extremely uncooperative.
Making the shift from position power to persuasion power requires a totally different approach. We have to learn how to include team members in decision-making processes.
One of the most important decisions to be made is the level of performance that we can reasonably expect. Setting this level of performance should be done sincerely and openly with the team member. Now this is contrary to the normal way of doing things. The leader sets the level and the team member performs to the best of their ability.
In today's workplace environment this method is no longer relevant. Setting performance targets should be a cooperative exercise involving the leader and the staff member.
All successful leaders I have encountered share a couple of special skills. One is the skill of coaching on the job. They spend a large part of their working day with their team members constantly coaching them to higher performance. It is inclusive and not prescriptive. The other skill is the skill in building their relationships with the individuals in their team as well as the team as a whole.
During the process of coaching, they are giving constant feedback and positive reinforcement as their team members progress. They also give group feedback at very regular meetings where the team members can share experience to help their colleagues.
Finally, it must be mentioned that the atmosphere in the workplace is one of trust, success, fun and laughter. Totally absent is blame or criticism. Every mistake is used as a learning opportunity.
Peter Mitchell is a business consultant who has helped many businesses to lift their labor productivity in the workplace at little or low cost. His practical guide The Key To Productivity should be on every manager's desk and used to install your productivity improvement program. To find out more go to www.thekeytoproductivity.com.
In today's environment, we will end up with lousy results from our staff if we try and use our leadership position to get what we want. The reverse will happen. The people that we want to perform will withhold their effort and often become extremely uncooperative.
Making the shift from position power to persuasion power requires a totally different approach. We have to learn how to include team members in decision-making processes.
One of the most important decisions to be made is the level of performance that we can reasonably expect. Setting this level of performance should be done sincerely and openly with the team member. Now this is contrary to the normal way of doing things. The leader sets the level and the team member performs to the best of their ability.
In today's workplace environment this method is no longer relevant. Setting performance targets should be a cooperative exercise involving the leader and the staff member.
All successful leaders I have encountered share a couple of special skills. One is the skill of coaching on the job. They spend a large part of their working day with their team members constantly coaching them to higher performance. It is inclusive and not prescriptive. The other skill is the skill in building their relationships with the individuals in their team as well as the team as a whole.
During the process of coaching, they are giving constant feedback and positive reinforcement as their team members progress. They also give group feedback at very regular meetings where the team members can share experience to help their colleagues.
Finally, it must be mentioned that the atmosphere in the workplace is one of trust, success, fun and laughter. Totally absent is blame or criticism. Every mistake is used as a learning opportunity.
Peter Mitchell is a business consultant who has helped many businesses to lift their labor productivity in the workplace at little or low cost. His practical guide The Key To Productivity should be on every manager's desk and used to install your productivity improvement program. To find out more go to www.thekeytoproductivity.com.
Anatomy Of Successful Customer Achnowledgement
5 Ways Front Line Employees Can Connect With Customers
Communicating At Work With Confidence - 5 Tools To Build Self-Assurance
Turn Meetings Into Pep Rallies Of Productivity
Keeping The Personal Touch Always Improves Customer Satisfaction
5 Ways Front Line Employees Can Connect With Customers
Communicating At Work With Confidence - 5 Tools To Build Self-Assurance
Turn Meetings Into Pep Rallies Of Productivity
Keeping The Personal Touch Always Improves Customer Satisfaction
Sponsored Links
Sponsored Links
