Productivity Leadership - Part Four 'Development'
Productivity Leadership - Part Four 'Development'
Leaders maximize productivity by channeling and promoting individual motivation and ability to best meet the goals of the organization. Organizational studies describe productivity as a function of employee job performance, materials, and available techniques. Job performance is the outcome of motivation and ability. In the end, motivation depends on leadership, the organization, and individual satisfaction.
Motivation
We studied motivation to see how leaders could help. Eight employees participated and their job satisfaction was calculated and correlated with priorities, self-assessment, work history, and demographics. It was a good study, it pointed out what worked well and the opportunity for development.
Leadership Influence
Staff was in agreement; most needs of the work place were being met for most of them. They also rated their productivity above average, both a self-assessment and how their supervisor would evaluate them. They felt they were in a well-managed, friendly, supportive workplace.
Opportunity: Job challenge was rated the most important factor in a job. However, it was just above average in staff satisfaction. Alternative: Link individual responsibilities and control to organizational goals through methodologies, teamwork, and goal setting.
Organization Influence
There was a perfect correlation between how staff assessed their productivity and their rating of “organizational fit”. That is striking; an important leverage point in this organization.
Opportunity: Salary was the second-most important job factor. But, in general, staff felt they could make more money elsewhere. Alternative: Reduce hidden benefits, such as employee subsidies, profit share, or intangibles, to increase more visible benefits, such as pay raises or stock options. Alternative: Market benefits, subsidies, awards, and intangibles to demonstrate individual value and alignment with the organization.
Opportunity: Training availability was only of middle importance, however training availability had the lowest satisfaction. Alternative: Use a strategy of communication, direction, and training to prepare the organization to meet corporate expectations.
Individual Satisfaction Influence
Productivity goes down in a new or challenging job. Productivity improves as staff learns and integrates. Job security and promotion opportunities go up with productivity. Staff productivity and self-assessment change as they move within the cycle.
Opportunity: It could not be shown that staff was satisfied with their top personal job factors. And neither the self nor ‘supervisor’ productivity assessment correlated with their top factors. Alternative: Write a workgroup strategy and facilitate regular workgroup member goal setting. Agree on roles that integrate individual objectives into leadership and corporate goals.
Summary
Motivation impacts productivity. Leadership, organization, and resource policy can influence motivation and increase productivity. An organization can make small, thoughtful moves to maximize productivity.
The best predictor of productivity was organizational fit. For the most impact, align workgroup strategy with corporate strategy; align leadership, individual, and workgroup goals with organization goals.
Organizational effectiveness is influenced and refined by many other factors. And organizations have different strengths and resources. You can capture this information and take it where it might lead.
~o~
Copyright © 2002-2008 OP!DEV ®, All Rights Reserved
Productivity Leadership Part Four Development - To learn more about this author, visit Jerry Hemmerling's Website.
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It’s estimated that white collar personnel in most organizations – particularly knowledge workers, including managers – are only 40 to 60 percent productive. The opportunity within a very well managed organization may be ten to twenty percent. With payrolls in the neighborhood of eight times earnings, even a five percent productivity improvement would energize an organization.
Leaders maximize productivity by channeling and promoting individual motivation and ability to best meet the goals of the organization. Organizational studies describe productivity as a function of employee job performance, materials, and available techniques. Job performance is the outcome of motivation and ability. In the end, motivation depends on leadership, the organization, and individual satisfaction.
Motivation
We studied motivation to see how leaders could help. Eight employees participated and their job satisfaction was calculated and correlated with priorities, self-assessment, work history, and demographics. It was a good study, it pointed out what worked well and the opportunity for development.
Leadership Influence
Staff was in agreement; most needs of the work place were being met for most of them. They also rated their productivity above average, both a self-assessment and how their supervisor would evaluate them. They felt they were in a well-managed, friendly, supportive workplace.
Opportunity: Job challenge was rated the most important factor in a job. However, it was just above average in staff satisfaction. Alternative: Link individual responsibilities and control to organizational goals through methodologies, teamwork, and goal setting.
Organization Influence
There was a perfect correlation between how staff assessed their productivity and their rating of “organizational fit”. That is striking; an important leverage point in this organization.
Opportunity: Salary was the second-most important job factor. But, in general, staff felt they could make more money elsewhere. Alternative: Reduce hidden benefits, such as employee subsidies, profit share, or intangibles, to increase more visible benefits, such as pay raises or stock options. Alternative: Market benefits, subsidies, awards, and intangibles to demonstrate individual value and alignment with the organization.
Opportunity: Training availability was only of middle importance, however training availability had the lowest satisfaction. Alternative: Use a strategy of communication, direction, and training to prepare the organization to meet corporate expectations.
Individual Satisfaction Influence
Productivity goes down in a new or challenging job. Productivity improves as staff learns and integrates. Job security and promotion opportunities go up with productivity. Staff productivity and self-assessment change as they move within the cycle.
Opportunity: It could not be shown that staff was satisfied with their top personal job factors. And neither the self nor ‘supervisor’ productivity assessment correlated with their top factors. Alternative: Write a workgroup strategy and facilitate regular workgroup member goal setting. Agree on roles that integrate individual objectives into leadership and corporate goals.
Summary
Motivation impacts productivity. Leadership, organization, and resource policy can influence motivation and increase productivity. An organization can make small, thoughtful moves to maximize productivity.
The best predictor of productivity was organizational fit. For the most impact, align workgroup strategy with corporate strategy; align leadership, individual, and workgroup goals with organization goals.
Organizational effectiveness is influenced and refined by many other factors. And organizations have different strengths and resources. You can capture this information and take it where it might lead.
~o~
Copyright © 2002-2008 OP!DEV ®, All Rights Reserved
Productivity Leadership Part Four Development - To learn more about this author, visit Jerry Hemmerling's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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