At the very least, it sure is a popular word in leadership circles. Next time you’re around a gathering of leaders, listen to the conversation for a while and you are sure to hear the question…. “What one thing do you wish you could do better?” And the most common answer you’ll hear is: “How can I do a better job at holding employees accountable for results?
You want this too, correct? I used to want to do the same thing. Eventually, though, I came to realize that this leadership thing is backwards. I had been thinking that the subject here was accountability. But look at the question again… “How can I do a better job at holding employees accountable for results? Continue reading
Business pressures are increasing. The amount of work is increasing and the rate of hiring is slow. Turnover is increasing and finding good people is hard. A few people get all of the work (because they are the best) and they are getting burned out. Shareholders are demanding higher returns and competition is getting tougher. Products are getting more commoditized and true differences are diminishing. This list (call it reality, whining, or bitching) can go on forever.
Despite all of this, there are three key barriers to employee productivity that will get you more. When these barriers to employee productivity are known and addressed…watch out. When others have become aware and equipped themselves to address these barriers, they not only got more productivity, but that got more employee productivity then expected. They also did not get the long term burnout effect that so many others experience. Sustainable improvements! Employee engagement and more employee productivity…wow.
The three key barriers to employee productivity include:
- Structural barriers – these include rules, controls, or procedures that no longer serve their intended purpose. They get in the way of flexibility and the exercise of sound judgment. They may be cultural norms such as “that’s the way we’ve always done things around here.”
- Inter-personal barriers – these revolve around a lack of/poor communication. They crop up when people build silos between departments, functions, and fellow employees. Removing inter-personal barriers to high performance is like pulling weeds from a garden. It takes regular and systematic attention. This can’t be left up to chance or the hit or miss of leadership, it needs a system.
- Intra-personal barriers – these are what hold people back from realizing their full potential. They exist inside an employee. Assisting employees to move beyond old habit patterns and emotional blockages that hinder their performance, their happiness, and their satisfaction with and at work. Guiding employees in setting realistic and meaningful goals with a path for achieving them is nesessary. As a result, employees work better; they work smarter; they work harder. Employee motivation is high. They gain greater employee satisfaction from their work. They experience lower stress, less anxiety, and exhibit greater joy and energy in all that they do. That is employee engagement in it’s purest sense.
These three key barriers exist everywhere, no company is immune. Now that you know the three key barriers you can begin to create your plan to address these in your own company. If you don’t…just send me your contribution to add to the whining list.
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