Seven Practical Steps to Improve Workplace Productivity.

By: PLMitchell

Seven Practical Steps to Improve Workplace Productivity. One of the biggest problems in the workplace is how to increase labor productivity. The secret lies in the leadership of your people. You can make huge capital investments in systems and machinery but unless you provide good leadership then you're never going to release the potential of your people.

This hidden potential is worth a huge amount of profit. The normal way of trying to release this potential is to exhort people to work harder and longer. Yet the secret is to show them how to work smarter. Our tendency is to push people into producing more in the same amount of time. The intelligent leader knows how to pull people so that they do not work harder, just smarter.

When you push people, they push back and resist what you are trying to do. If you take people with you and show them how to work smarter, they go home at the end of the working day feeling much more fulfilled, and not as tired. The steps to take a simple but not always easy. They require thought and consideration as well as a considerable amount of discussion with the employees.

1. Set mutual expectations with your staff. Unless you set mutual expectations with your staff, you are always going to be on the back foot. This means that the only time you can mention expectations is when they're not being fulfilled. By then, it's too late. What do your people expect from you in your leadership position?

2. Agree that they are fair and reasonable. What do you expect from your people? Are your expectations are fair and reasonable? How do you know?

3. Measure current productivity. We are you going to start from? How accurate is your current productivity measure?

4. Set targets Setting targets with your people will involve them in the whole process. It will also give them an opportunity to contribute to, not only the targets, but also the milestones on the way to those targets.

5. Provide visible feedback. This is another high involvement area. Your team needs to work out how their progress is going to be measured, who is going to measure it and how is the feedback going to be presented. Is it going to be daily, or is it going to be weekly?

6. Discuss progress on a regular basis. How is this going to be accomplished? Is it through daily team briefing in the morning? Is it going to be carried out through one-on-one with the manager and supervisors daily? Are the results going to be posted on the notice board and then discussed weekly? The feedback is fundamental to the whole productivity improvement initiative. Without feedback you just won't work.

7. Celebrate milestones and achievements. Work out with your team how you are going to celebrate each milestone. Arrange this in advance so there is a sense of anticipation. Whatever happens, never let the pressure of work postpone such an important occasion.

Peter Mitchell has been an adviser to businesses of all sizes and types for the last 35 years. He has used all his experience to write a step-by-step guide for business owners and mangers which is complimentary. If you download this guide, you are eligible to buy his latest book "The Key to Productivity"at a special price for a limited time.

It is available NOW at http://www.thekeytoproductivity.com

About the Author

Peter Mitchell has 35 years of experience successfully managing and owning businesses. He strongly believes that increasing workplace productivity through staff is the most cost effective way of increasing and maintaining profits. He is the author of two books and countless articles.

Activity vs. Accomplishment: 6 Steps to Keep the Confusion to a Minimum

The urge to take action during difficult times is natural. But action without a plan or clear focus on the outcome wastes energy, resources and time. When small businesses are stressed for revenues and loyal clients, action without purpose can aggravate rather than overcome the challenge.

When the going gets tough, the tough get going. It's a well-worn phase that applies to everything from sports to growing a business. I'll bet you've even said this to a friend, a child or a co-worker. It's natural to want to do something in the face of adversity. This concept is used to develop the plot in many best selling books and movies. You know the kind; main character is down and out and is brought back to hero status to overcome some incredible odds and save the day. Well, it works for Hollywood and Harlequin books but what about real life?

In real life, people tend to be reactive rather than proactive. Depending on the severity of the threat, people can marshal incredible efforts to slay their dragon. Unfortunately, the problem all too often gets overblown which means the dragon is a lizard and the solution is an ax!

When your business has slowed or dried up as is the case for many businesses today, what's the appropriate course of action to take to insure action produces accomplishment? Here's a reality check list to insure your actions meet the challenge.

1. Get a handle on the true nature of the problem- Keep your emotions in check long enough to critically survey the situation. Sometimes, it's as simple as counting to 10. Other times, you may have to engage a close friend or colleague to help you see things clearly. However you do it, do it! Not clearing your head at the start can get you off course immediately. Maintaining decision paralysis won't make the problem go away. Neglecting weeds in your garden usually producing more of the same.

2. Create a list of all the possible suspects- It's not necessary to have the answer at this point; you're still searching for the right issues. Don't discount anything. In the heat of battle, it's the small things that can derail your efforts. If the dragon is causing you to back track and you don't see the edge of the cliff, it won't matter how big your sword is. If you have employees and your customer service is the problem, invite them to participate in the process.

3. Determine the most critical challenges to work on- From your list, rank the challenges and select the ones that when addressed, will bring the most benefit or resolve the greatest problems. It's a fact that 90% of all the things people worry about never actually happen. You'll be much more effective if you identify and focus on the 10% that's really at issue. Wasting time and money solving things that aren't broken, will throw you off track and bleed your bank account making it demoralizing when you figure out you've miss-diagnosed the problem.

4. Create a plan that organizing your actions in the appropriate order- When people feel threatened or overwhelmed by threats to their business, this step gets entirely overlooked. The usual tact is frantically and hastily making decisions to put solutions in motion. The result reminds me of another one of my favorite sayings from corporate- USA; 'If you don't take the time to do it right, you'll have to find the time to do it again'. It would be like a dentist deciding to remove a tooth before reading the x-ray.

5. Find people who play at the things you have to work at- In short, don't waste time trying to resolve things that you aren't equipped to handle. Spend you time on your area of specialty and get help with the rest. One of the most common examples of this is the business owner who wants to save money by doing his own books. If he's not an accountant, he's wasting time better spent on other things and possibly creating significant tax problems for himself at the end of the year. This reminds me of; 'walking past a dollar to pick up a penny'.

6. Have specific goals in mind to measure your results - Here's where activity can miss the mark on accomplishment. Stirring up the dust doesn't mean the floors are clean. All it does is cloud your vision and prevent you from focusing on a successful outcome. This is where a cool head counts. If you can 'see' the solution, your odds of achieving it are dramatically improved.

Our current economic environment is making it tough on all small businesses. It's hard to see the dragon on the horizon when you spend all your time deep in the woods. Take the time to survey your landscape so problems in the making can be dealt with while their on the low end of the list. And if that's not your area of expertise, get help from someone who plays at it!

About the Author

Steve Smith has lived and worked in the Orange County area for more than 15 years. As a sales and marketing professional he established himself as an expert in brand marketing, networking and sales team development. Steve decided to use these skills to help small business owners with the challenge of growing their businesses. This desire to help these businesses grow their bottom lines like the 'Big Guys' is what led Steve to OneCoach.

Employee Grief Affects the Bottom Line!!!

Employers grossly underestimate the impact of grief in the workplace. Even this is an understatement. You rarely hear the word grief used when describing loss of productivity or being a cost to a company. The type of words you do hear to describe loss of productivity could be depression, stress, injuries or some kind of substance abuse.

The fact that grief remains a hidden issue only compounds the problem and prevents possible solutions. Solutions could help employees, foster increased employee loyalty and reduce the potential loss of productivity for employers. Sounds like a win-win situation to me!!

As with the rest of our culture, we expect people to “get on with life”, get “closure”, “buck up” and many more clichés we regularly hear. The lack of understanding in our culture, which includes the workplace makes this a serious issue to employers.

The Grief Recovery Institute in 2003 estimated the lost productivity in the USA due to the death of a loved one would be $37.5 billion dollars. The other losses such as divorce, family crisis, pet loss, financial loss to name a few totaled a yearly total of $75 billion dollars. Employers – wake up!!!

Companies do not have to spend a lot of money to increase awareness and understanding of grief in their workplaces. Just doing this would start the process of improving a corporate culture for those returning to the workplace after a death of a loved one.

There are many ways that can cost businesses money. These include absenteeism, mistakes being made, lack of concentration, employees leaving employment, workplace injuries, missed deadlines and irritability – to name a few. These are not surprising as the effects of grief are felt physically, emotionally, spiritually and cognitively.

What is obvious about the different ways productivity is affected is that it affects everyone – no one is immune to these reactions. The effects of grief can equally affect a CEO making decisions concerning thousands of dollars to a construction worker on a site. Both situations can have a negative effect to the bottom line of a business.

Organizations need to start to address this issue. It should start with Human Resources Managers. Many in this position also find addressing grief a difficult thing to do. The need for information on grief is required for all levels of staff from the front line to the CEO. There is a need for a formal process to disseminate information to other staff when an employee experiences a death in their family. This would ensure all staff receives the same information at the same time.

There are many types of activities that will provide comfort to those grieving. Allowing some staff to attend the funeral is one gesture that will mean a lot to the bereaved. If there is an Employee Assistance Program available to staff, the use of this should be encouraged. Supervisors need to have regular contact with staff for many weeks and months after the death. The inclusion of staff the bereaved staff member works with is essential to allow a productive and positive re-entry into the workplace after a death.

People who are grieving need to talk and hopefully some extra “chatting” will be overlooked when they come back to the workplace. It is positive when people return to work for many reasons. There is a much more positive affect achieved when people return to a workplace that understands this difficult time.

A mistake both supervisors and staff make is to think that these accommodations may have to continue for quite some time at some level. The death of a significant person in your life affects you for a long time. An employee not performing well six months after the death could absolutely still be feeling the effects of the death. Supervisors often do not connect these dots and assume there has been a change in work performance. A sad employee can often be interpreted as a bad employee.

For many reasons stated in this article and the millions of Baby Boomers that will soon (if not already) feel the effect of their parents’ death, companies need to make changes to their corporate culture that will help their employees and minimize the loss of productivity they most definitely will feel.

Jane Galbraith, BScN, R.N., is the author of “Baby Boomers Face Grief – Survival andRecovery”. Her book is available through the author directly at jane.galbraith@sympatico.ca or Amazon, or Trafford Publishing. More information about the book can be found at www.trafford.com/05-2319. Jane conducts information presentations and workshops to organizations on grief and it’s affects on the workplace.

© 2009 Jane Galbraith

About Author

Jane Galbraith, BScN, R.N., is the author of “Baby Boomers Face Grief – Survival andRecovery”. Her book is available through the author directly at jane.galbraith@sympatico.ca or Amazon, or Trafford Publishing. More information about the book can be found at www.trafford.com/05-2319. Jane conducts information presentations and workshops to organizations on grief and it’s affects on the workplace.

Article Source: http://www.1888articles.com

Why Are Employees Defensive About Their Performance?

John Beane

Defensiveness.

That is a word that we use in our coaching and hiring reports often because we see a lot of surveys that indicate the person is defensive. But just what does that term mean and how does it affect job performance?

The answer to that question is that defensiveness has a huge impact on job performance! According to Kathlyn Hendrics, Ph.D, a best-selling psychology author, "Defensiveness costs companies billions of dollars in productivity and results every year." This defensiveness is related to how a person feels about himself or herself which is their self-esteem.

Self-esteem, like all other emotional character tendencies, is determined by a combination of genetics and environmental influences and, perhaps, even health issues. Very high self-esteem can be secondary to an upbringing by parents who provide only positive feedback resulting in someone who feels they have no shortcomings. People with low self-esteem can appear to be defensive in an attempt to protect themselves but they are always aware of their shortcomings and open to improving their performance. Let's talk about the employee with very high self-esteem first.

You know this kind of person. This is the person that always has a reason why they are not responsible for anything that goes wrong-someone didn't give them the right information, their alarm clock malfunctioned, the stars and moon were out alignment-it is always someone or something else's fault. This is the person who has such high self-regard that they are unable to comprehend that they have any shortcomings or faults.

Now, if this person's work related character tendencies match the job requirements, then their defensiveness may not be much of a factor in his or her job performance. But consider this. Jane Doe #1 has very high self-esteem and very high consideration and work. She needs to feel helpful and to stay busy so she ends up taking on others' responsibilities instead of focusing on her own. Regardless of how many times her manager asks her to concentrate on her tasks, she is always able to justify why she is helping someone else.

This Jane Doe may be very capable of performing the responsibilities of a job but would she be a good hire? Probably not because she would not listen to what she is being told and, therefore, would never change her behavior. Or, she would require so much supervision that she would take more effort than would be worthwhile.

Now let's consider Jane Doe #2 who has very high consideration and work but low self-esteem. How will her job performance differ from Jane Doe #1? She still has the need to take on others' responsibilities but the difference is how she responds to the criticism of her performance. Even though she may still become outwardly defensive, she realizes she is wrong and listens to what she is being told and then may make changes in her job performance. According to Dr. Hendricks, "The capacity for learning on the job is a critical factor in business success."

So, it is that defensiveness that results from very high self-esteem that can cost organization money. Because, it is that employee who is not going to change or improve their job performance to become a better employee.

John M. Beane Staff Development Services Leland, NC 910-253-6471 Article Source: http://EzineArticles.com/?expert=John_Beane

Dare to Stay Engaged: Individually and with Your Team - Like Never Before

Anese Cavanaugh

I was on a flight from NYC to Chicago a couple of weeks ago and sat next to a gentleman who'd worked for a large financial firm on Wall Street. He was now without a job and exploring options. As I spoke with this guy, what struck me was his attitude. He was looking at this "horrible" situation, one that was stressful and would have a large impact on his family (including a possible relocation), as an opportunity to re-assess and "start over." He said, "I've been so caught up in all of this for so many years, in many ways I've lost sight of what's most important and what I really want to be doing. While I'm not loving this; I'm scared and uncomfortable, I'm secretly excited about what's to come. I feel I have a fresh start." Hmmmm. Different mindset, wouldn't you say? And one that was already serving him greatly. (Do you ever notice the kind of intimate conversations you can have with perfect strangers at 33,000 feet?)

Another client of mine, a female business leader, shared that this is one of the most stressful times she's ever experienced in her firm, but in many ways one of the most rewarding. How is this possible? She's working her mindset - she's checking her thoughts - she's looking for the gifts and seeing how she and her team can be more efficient, more competitive and simply better. The result? A more focused and bonded team, creative and cutting edge offerings and solutions for clients, and an even higher level of joyful appreciation for closing deals and connecting with clients. Again, mindset. And not just her's, it's her team's and her organization's - they're picking up the peices from layoffs and budget cuts, identifying their edges, and finding the gifts. They're "leaning in."

See the themes? This is good news. What's even cooler is that all of this mindset stuff - is contagious. (If you don't want to catch it, stop reading now.)

Here's the thing, there's no doubt that sometimes the "wheels come off the wagon," things get tough and we need to "reset" in areas of our business and personal lives. Of course. It's life, we're human. AND with these events, there is also tremendous opportunity to come out better than ever, and to actually find joy in the process. It's a choice, and it comes down to mindset.

It doesn't mean tough stuff isn't happening or that we go into "pollyanna mode" to get through it. It means we consciously watch our thoughts, check our mindset and find productive solutions and opportunities from what happens. It means we take extra good care of ourselves. Not always easy, but so important (not only for yourself, but for your mission, and those you lead.)

As a leader in your company, you set the tone. It does not matter what your official "role" in leadership is - every single person in the organization has the ability and opportunity to lead. So whether you are senior leadership or entry level and you're reading this, know that your leadership and mindset is contributing to setting the tone. (Think about the implications of that. This isn't about waiting for others to lead or set the tone - it's about taking full ownership, right now, to set the tone by modeling leadership and "being the change you want to see.") Your mindset, outlook and attitude are your greatest assets and they're contagious. There's an opportunity here. It's an opportunity to be better, more streamlined, refined, and ambitious than ever. It's an opportunity to reconnect with that sense of mission, vision, and people. It's the opportunity to create a better place - internally, externally, at work and at home. Yes, it will take perseverance, devotion and some work - of course. But here's the thing --- it starts HERE NOW in your head - in your heart - in your "being" - and with your mindset. You start the change internally, and then it manifests externally.

How to do this?

Here are some ways to address staying engaged, "on your edge," and mindset. Pick the one(s) that resonate for you and work them. I challenge you to do this now, as you read. Don't read and then just think about it (thinking you'll revisit), I dare you to actually take the time to put something down on paper (post its are fine) and commit to one thing that will support you in this area.

1. Extreme self care. For you to be your most effective self, to be on your cutting edge, and to think clearly - what do you need? What kind of self-care do you want to engage in to help set yourself up to be the best instrument of change possible? How can you increase your energy, stamina and vitality? What boundaries may you want to initiate? What practices may you want to engage? This is something you can decide for yourself, I can make suggestions, but what's important here is that it resonates for you, and you feel good doing it. Commit to some kind of self-care starting TODAY. Right now, what are you going to do to treat yourself extra well? Mind, body and soul? This can be a commitment to clean eating, exercise, making a list of 25 things you LOVE to do (and then doing at least 2 of them a day - the "25 things to do" exercise is from Jack Canfield, by the way), body work, dance, skin care, white space, a weekend away, etc. Whatever works for you, make self-care a priority, pull it to the front; you, your organization and the people around you will benefit. (If you would like more information on more ways to do this, check out our "Engage Your Inner H.E.R.O." Product or "Lead Your Energy" Paper - both address self-care and its impact on leadership.)

2. Stay on your edge. LEARN. This is not the time to hide or wait. Lean in and learn all you can. Make yourself better, stronger, more aware. Check your mindset and beliefs (see next week's article.) You don't have to spend a ton of money to do it - buy a book, take an afternoon to ask yourself the BIG questions, take a class, work with a coach, purchase a self study program. Do it individually, do it as a team. But do it. (The new DTE Power Pack Program is a resource we can help you with here.)

3. Be grateful. What do you have in your life right now that you are grateful for? What's happening in your business, with your team, with your spouse, your kids? Did you take a shower today? Get a workout in? Eat a good meal? Do you have a business you care about deeply? Clients? Capture 5 things a day you are grateful for - FEEL the gratitude, express it, write it down. To me, gratitude is the QUICKEST mindset shifter I've ever experienced (that or a huge loss or tragedy and I prefer gratitude any day!)

4. Acknowledge. A close cousin to gratitude. What's your team going through right now? How are they showing up? Who are they "being" in the face of challenge and unknown outcomes? How can you be more helpful to them?

5. Make a plan. Nothing breeds greater clarity and a sigh of relief like actually making a plan. Whatever your current situation is - what's your plan? Doesn't have to be perfect - just jot down some next steps, get into action, and be awake in the process so you know when you need to make a left turn or switch gears.

6. Mission & Vision. Why are you in business? Why does your company exist? What's the impact you want to have? What's the overall vision here? Do you remember? Do you have one? Are you clear on where you're going? Individually, as a team? What are your shared values that will get you there? You can have more than one vision, for different areas of your life, but if you don't have at least one - it's going to be hard to get there. Having a mission, vision and shared values can pull you through times of adversity (and make it more fun in the process which in my opinion is a really good thing.)

7. Work with your team. Talk about what's going on. Be open about it. Invite them into the conversation. Tell the truth (be aware of and response-able for your impact here.) Brainstorm solutions. Give them ownership for creating solutions that will help you move through challenges together.

8. Develop yourself and your people - NOW. Now is the time to take advantage of some of the space you may have in your schedules and bandwidth to actually develop the people in your company. It may seem counterintuitive, but it can provide you with a stronger foundation so that when things pick up or more challenges arise, you're all better armed for it. There are a couple of ways I look at this: 1) Develop them while there's time, energy and bandwidth, 2) Give them something to focus on together that will move them forward in the long run and help them be better leaders, salespeople, designers, human beings, communicators, etc. Whatever the case, give them tools, resources and space to do so. Not only will it help them and make them feel seen and appreciated, it will strengthen your own bottom line, 3) Now is a great time to inspire people to lead, take initiative and grow themselves. It inspires people to be better at working with each other. Gives them common language and purpose, and invites them to step into a bigger place. When morale could take a huge dive, giving people the tools and resources to better themselves will boost morale and result in a higher level of personal ownership for your company's outcomes. BTW, you don't have to do this alone, and it doesn't have to break the bank.

9. Take advantage of down time. What are the things that you've been wanting to do, but haven't had the time? Now's the time to do them. Notice if you resist this one. Notice it. What are you really resisting?

10. Need a vacation? Some space, some time to clear your head and get strategic? Go. So there are 10 things you could start doing today that will help you move through this recession and the challenges of your business and life in a more peaceful, productive and engaging way. You'll notice there is action in here to ground it and make it real - but really - all of these stem from mindset and finding opportunity for moving forward. To make this concrete now:

1. Pick one, two or three. What are you committing to doing? For yourself, your business, your team?
2. Identify what needs to happen next and by when. ("Next 3 steps" is always good!)
3. What support will you need? (Accountability? A buddy? A coach?) Who will you need to engage? How do you want to be held accountable?
4. What impact do you INTEND making this commitment will have? (THIS IS SO IMPORTANT.)
5. How will you know you're getting your intended impact?

So go for it. Jot it down now. Take 10 minutes. You'll be so glad you did.

Ready? Set? Go!

About the Author

Anese Cavanaugh is a certified coach, author and speaker and the founder of Dare To Engage, Inc., a company devoted to helping leaders create a healthier, more engaged workforce and retain their top talent. To receive a free special report on "Energy & Results" go to www.DareToEngage.com

Are Your Employees Engaged? How Do You Know?

Nancy Slessenger

The Olden Days

In the days when courses of a week were still in fashion, I used to run a course of four days split into two sessions a month apart. It was a course in 'Personal Effectiveness'. It was one I particularly enjoyed as it covered a wide range of topics and we often got really great results for the people participating.

I remember one particular course. There were about ten people taking part. Well, most of them were taking part. There was one guy, David, at the back who said nothing for the whole two days of the first part.

Everyone else was lively and engaged with what was going on, making comments and suggestions and discussing the points. They all seemed very keen.

The Feedback Forms. At the end of the second day they all filled in their feedback forms.

David had rated the course so far as '7' on average. The others gave '9's and '10's. I remember thinking to myself that I must do something to get him more involved when he came back a month later.

A Month Later. Four weeks later they all came back and it was time to see what had been achieved so far.

I went round the room. Hardly anything had been implemented by anyone. People had lots of excuses; mainly around been 'busy'. Finally we got to David. I can still see him sitting there getting out his notes.

What David Had Done. One of the areas we had learned about was the difference between proactive and reactive behaviour, or 'fire-fighting' as it is often called.

David showed us his charts and graphs. He had spent the first week when he got back analysing the work he did as a Purchasing Manager and identified that 80% of it was reactive. This meant he was forever chasing round trying to catch up.

He had set himself a target of 80% proactive.

Over the next three weeks he had changed how he worked and now 50% of his work was proactive and he fully expected to achieve his goal in the next few weeks.

Stunned. The rest of the group gasped in amazement. (So did I.) There were astonished. In all my years of running workshops and courses David's achievements still stand out as being amongst the most impressive.

Was He 'Engaged'? I recount this story because I have been having interesting conversations recently with clients about 'employee engagement'. There have been a number of different definitions of 'engagement'.

The Definition. At one end of the scale is an organisation eager to reduce absence rates and staff turnover. For them, 'engagement' is clearly about people actually turning up for work.

At the other end of the scale, we have: 'when employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work'. (from Wikipedia)

Who was really engaged? It's clear that David is closer to the second definition than merely the 'turning up for work' end. However it would also be true to say that his fellow participants on the workshop would have met the second part of that definition (being 'enthusiastic about his or her work').

But not a single benefit to the organisation had resulted from this enthusiasm.

In fact, I suspect many of their managers might have been mislead, just as I was, into thinking that they were making all kinds of valuable contributions with their discretionary effort, when it was all just talk.

The Proof of the Pudding. This, as they say, is in the eating. So when we are talking about people 'being engaged' I think it's really important to identify how you would know if they were engaged and, equally, how you would know if they were not.

It's perfectly OK to define 'employee engagement' in terms of attendance and turnover rates if that's what's important to you at this point in your organization.

Defining it in terms of 'enthusiasm' is very tempting and can easily be misleading. If you are tempted to do this I would urge you to think carefully about the concrete evidence you would have in the long term of people's 'enthusiasm'.

Getting Engagement. Generally, getting people to be engaged comes down to managers having basic management skills rather any magic wand-waving solutions. Beware anyone who suggests otherwise.

If you think you have problems with engagement, define what you mean and then check your level of basic management skills before you do anything else and make sure it includes measurable, tangible benefits.

About the Author

Nancy Slessenger has authored over a dozen booklets including the best-selling 'How to Write Objectives That Work'. Her company Vinehouse provides materials and consultancy for those wishing to improve the performance of their people in practical, straightforward ways. She believes that there are simple easy things all managers can do to improve the performance of their people. She has worked with many companies both in the profit and not for profit sectors.