| In an attempt to increase morale and productivity, | | | | 4. Observed behavior. Review it constantly and ensure |
| organizations will attempt anything. I recently read an | | | | it upholds the mission, vision and values of the |
| article in The Wall Street Journal (Boring Meetings) | | | | organization. |
| about how to liven boring meetings. Leaders allowed | | | | 5. Stop the Circus. Save the ridiculous animal tricks, the |
| crayons and water pistols for creating productivity. | | | | flying canons, poster board and crayons for recess |
| Such rote behavior is meant for recess not | | | | and kindergartners. Treat adults as such. If John and |
| productivity. | | | | Peter do not like each other, one hour of mountain bike |
| The problem with organizations today is with leaders | | | | riding with a case of beer only ensures one of them |
| that cannot lead and workers that have little passion. | | | | will not return. This does nothing for productivity and |
| Rather than repair the issue, leaders place band-aids | | | | wastes needed income. |
| on surgical incisions. Fix the problem. | | | | 6. The Last Supper. Allow all to eat at the table. End |
| 1. Got Talent. Talent is innate. Skills cannot be taught | | | | the aristocracy and allow democracy. Innovation |
| and organizations constantly place the wrong people in | | | | flourishes from those closest to their customers. The |
| the wrong positions. There are denizens of selling | | | | concept is difficult to grasp but fruitful since all |
| professionals enacting as sales managers that should | | | | organizations exist for one reason - the customer! |
| be fired. Place individuals where they will succeed and | | | | Productivity begins with candid relationships between |
| aligned with talents. Eradicate the sloths. | | | | employer and employee. It is imperative to note that |
| 2. Conflict. Supervisors and managers fear conflict in | | | | individuals do not leave companies - they leave poor |
| the workplace. Managers fail to hold those | | | | managers. |
| accountable because they fear conflict. The inability to | | | | To dilute the productivity impact, take time to build |
| confront subordinates about poor seriously undermines | | | | relationships with employees through personal |
| productivity. | | | | interaction. Employees need candid feedback to |
| 3. Accountability. Everyone has a job and must do it. | | | | increase morale, productivity and ultimately |
| Time frames and tasks must be upheld. Those that do | | | | accountability. |
| not comply should be dealt with. | | | | ©2009. Drew J. Stevens Ph. D. All rights reserved. |