Five tips for improving your team's productivity

his post by John McKee originally appeared on August 9, 2010 at TechRepublic.com.
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“There is nothing so useless as doing efficiently that which should not be done at all.”
That comment was made by the great management guru, Peter F. Drucker. I shared it with a client a few weeks ago as we discussed his team’s performance and the differences between being efficient and being effective. The last is all about making a genuine difference to outcomes — something particularly important in these times when layoffs abound.

Keeping team members motivated and performing at the top of their game is especially difficult right now. If you’re feeling overwhelmed, or it seems as though the job just keeps getting harder, think how some of your team members are probably feeling. If they’re worried about their own job, paying bills, or the fate of a loved one, it’s unlikely they are doing their best work. That reduced effectiveness could, ironically, create a worse situation for them if it results in fewer jobs or reduced pay.

It’s to the benefit of all concerned that you help them keep working at full steam. Here are a few best practices we’ve seen used successfully by strong leaders across a wide swath of industries and organizations. If you or your team could use some new approaches, I suggest you add some of these to your own management toolbox:

Note: These tips are based on an entry in our IT Leadership blog.

1: Lead by example

You send messages to your team members with every action and statement. If you’re seen to be giving extra, it will inspire and energize others to do the same. The same holds true for the opposite: Showing fear or frustration will only fuel similar results within the team.

2: Focus on communicating objectives rather than defining roles

With fewer human resources, now’s the time to reassess your key deliverables. Which of them make an immediate impact and what can be punted for now? Engage as many of the team as possible on the most important goals; even if that move takes them outside their old job definitions.

3: Maintain a sense of urgency

Keep goals, both individual and team, front and center to ensure focus. Broadcast and talk about results and achievements. Especially if you’ve had to reduce headcount, you want each individual performing at optimal levels. Note I say “optimal” and not “maximum.” The former is good management practice; the latter results in burnout and negativity.

4: Celebrate individual contributions

Sports teams are clear about the fact that certain players make a bigger difference, so they recognize those people appropriately. For high performers, hearing only about the “team’s performance” can actually demotivate them and cause them to slow down to the “norm.”

5: Provide guidelines to reduce uncertainty

Trusting your team to do the right thing is well and good; but in uncertain times, even your best team members can make improper decisions. Help them with frequent reviews of goals, new or successful past approaches, and preferred outcomes during regular team meetings.

The bureaucracy for the bureaucracy is very-crazy!

Bureaucracy has been defined as the combined organizational structure, procedures, protocols, and set of regulations in place to manage  activity, usually in large organizations. It is often represented by standardized procedure (rule-following) that guides the execution of most or all processes within the body; formal division of powers; hierarchy; and relationships, intended to anticipate needs and improve efficiency (source: Wikipedia).

Has bureaucracy realized its intentions? Judging from the way the government sector is vilified by its public, the answer is an obvious no. Why so? The government bureaucrats get much obsessed with the rules, regulations, and procedures that they readily lost sight of what they were supposed to do in the first place.  The process becomes more important than the output supposed to be produced.

If bureaucracy is harsh on the public, it is much more so on the government employees themselves. Imagine a bureaucracy for the bureaucracy. It is very-crazy.
(images from http://www.powayusd.com and http://positivesharing.com/)

The Ant

From an email. Click on play to advance slides manually.

Ant - Management Lesson

The Ant
A Fable...
Or
May be not....

Every day, a small ant arrives at work very early and starts work immediately.

She produces a lot and she was happy.

The Chief, a lion, was surprised to see that the ant was working without supervision.

He thought if the ant can produce so much without supervision, wouldn’t she produce even more if she had a supervisor!

So he recruited a cockroach who had extensive experience as supervisor and who was famous for writing excellent reports.

The cockroach’s first decision was to set up a clocking in attendance system.

He also needed a secretary to help him write and type his reports and …

… he  recruited a spider, who managed the archives and monitored all phone calls.

The lion was delighted with the cockroach's reports and asked him to produce graphs to describe production rates and to analyze trends, so that he could use them for presentations at Board meetings.

So the cockroach had to buy a new computer and a laser printer and …

… recruited a fly to manage the IT department.

The ant, who had once been so productive and relaxed, hated this new plethora of paperwork and meetings which used up most of her time…!

The lion came to the conclusion that it was high time to nominate a person in charge of the department where the ant worked.

The position was given to the cicada, whose first decision was to buy a carpet and an ergonomic chair for his office.

The new person in charge, the cicada, also needed a computer and a personal assistant, who he brought from his previous department, to help him prepare a Work and Budget Control Strategic Optimization Plan …

The Department where the ant works is now a sad place, where nobody laughs anymore and everybody has become upset …

It was at that time that the cicada convinced the boss, the lion, of the absolute necessity to start a climatic study of the environment.

Having reviewed the charges for running the ant’s department, the lion found out that the production was much less than before.

So he recruited the owl, a prestigious and renowned consultant to carry out an audit and suggest solutions.

The owl spent three months in the department and came up with an enormous report, in several volumes, that concluded: “The department is overstaffed …”

Guess who the lion fires first?

The ant, of course, because she “showed lack of motivation and had a negative attitude".

You must have seen so many ants and you may be one among them

NB:
The characters in this fable are fictitious; any resemblance to real people or  facts within the Corporation is pure coincidence…

The end
Adapted from Portuguese by PR. Obrigado Mário.

6 tactics to improve the team's productivity

I came upon an on leadership and management from TechRepublic. In the article, leadership coach John M McKee provides tactics for leaders looking to ensure their team remains focused and positive. Here are excerpts. The article in full can be found here.

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“There is nothing so useless as doing efficiently that which should not be done at all.”
- Peter F. Drucker.

Keeping team members motivated and performing at the top of their game is especially difficult right now. It’s to the benefit of all concerned that you help them to keep working at full steam. Here are a few “best practices” we’ve seen used successfully by strong leaders:

1. Lead by example - You send messages to your team members with every action and statement. If you’re seen to be giving extra, it will inspire and energize others to do the same. The same holds true for the opposite: showing fear or frustration will only fuel similar results within the team.

2. Focus on communicating objectives rather than defining roles - With fewer human resources, we have to re-assess the key deliverables. Which of them make an immediate impact, and what can be postponed? Engage as many of the team as possible on the most important goals; even if that move takes them outside their old job definitions.

3. Sense of urgency - Keep goals, both individual and team, front and center to ensure focus. Broadcast and talk about results and achievements. You want each individual performing at optimal levels. Note that it's “optimal” and not “maximum”. The former is good management practice, the latter results in burnout and negativity.

4. Celebrate individual contributions - Sports teams are clear about the fact that certain players make a bigger difference, so they recognize those people appropriately. For high performers, hearing only about the “team’s performance” can actually demotivate and cause them to slow down to the “norm”.

5. Provide guidelines to reduce uncertainty - Trusting your team to do the right thing is well and good; but with uncertainties, team members can make improper decisions. Help them with frequent reviews of goals, new or successful past approaches, and preferred outcomes during regular team meetings.

6. Recognize that your emotions affect outcomes - Keeping one's cool in difficult periods serves to help the team maintain their balance and performance. People are de-motivated by constantly cranky or negative bosses. If you have a disappointment, or a major goal was missed, it’s fine and appropriate to say so; but don’t make it personal.

Being a leader is more than being a manager. It requires empathy, attitude, and skill. The effort is worth it.