This such a relevant question, I am glad you asked it.
It is true that employee productivity is directly related to the actions of their leader. Here are two of the most effective things that I do to keep my employees productive:
Create an effective brand: I have dedicated time to making an engaging environment for my teams. I outline clear expectations and ensure they know I am available for any guidance or issues they may encounter. I prioritize communication with frequent video chats and use tools to further this effort such as Telegram (instant messaging) and Google Hangouts.
Utilize apps and software: I fully embrace technology. I like to use Jira to view each user’s project progression to gauge if a deadline will be met, if they need some assistance or to praise them for meeting their deadlines. I use software to monitor user actions and ensure that the apps and websites I ask my teams to use are allowing them to be as productive as they can.
How productive your employees are directly related to you. I encourage you to take on these tactics to boost your team’s productivity. This article may be very helpful to you - it’s a list of expert advice for boosting employee productivity: https://itsecuritycentral.teramind.co/2018/02/27/how-to-increase-your-employees-productivity-in-2018-the-top-experts-speak/
I've recently read an article about some software that can help boost employee's productivity. You may find it interesting https://www.comidor.com/en/blog/enterprise-collaboration/10-tools-that-help-your-startup-work-effectively
The following principles, learned through experience, over a number of years of success and failures, will help any leader improve their team’s performance.
Two ears and one mouth, use them proportionately
For the first six weeks of a new position, I recommend spending most of your time with direct reports, peers and your boss, asking questions, listening and then asking even more questions so you can understand the problem(s) really well.
Rules before relationships = rebellion
Coffees, lunches, drinks and joint activities are a great way to get to know people better and build individual relationships.
Evolution or revolution? Choose and clearly communicate.
I recommend going to work on small, systematic, degree changes. Share your plan with the team individually and as a group.
Inspect what you expect
Set up a system of weekly, monthly and quarterly reviews, focusing on tasks ranging from tactical activities to strategic outcomes. Use a Customer Relationship Management system to track and review activity so you can appropriately praise team member progress and redirect unacceptable attitudes.
Drive vehicles with full tanks
Soon, those who are ‘in-it-to-win-it’ became evident more through their actions, less so through their words. Invest more of your energies on mentoring those who are motivated to succeed.
Confrontation is healthy
The ‘others’ should be given direct feedback in a respectful manner. It should be very clear that there will be an escalation of known consequences, meaning one verbal discussion, then a written warning and a performance-improvement-plan which culminated in termination if performance did not change after repeated opportunities.
Always upgrade with replacements
Intentionally, work with external help to make replacements with people who fit the team and the role a lot better. This may include increasing salary ranges, improving incentive packages and working harder to attract and keep talent in the team.
Train them to fish
Built a culture of constant learning by introducing annual professional training as well as a 30-minute training component at every weekly meeting. This should reiterate the core concepts taught at those events. Finally, these should be recapitulated at each opportunity to maximize real-time performance.
Share the good news
People should be encouraged to share wins and peer recognition spontaneously, as it happens, as against the worn-out company ‘newsletter’. This empowers people to recognize others as good stuff happens and shares wins in a timely manner. All of this contributes to a constant sense of a successful team.
Share and live the vision
Leaving this to posters in the board room or sections on corporate websites can be a tragic mistake! The team’s vision should be accessible across all locations of your Company, so as to make a tangible difference to the organization’s people and customers. Use every opportunity to talk about and reiterate the vision through events and activities – both big and small. Vision is usually ‘caught’ by people from their leaders, not ‘taught’.
Know what your employees love and hate. Know what drives them, what inspires them and what makes them go the extra mile.
Conduct some team building exercises. This will foster cohesiveness, cooperation, problem solving skills, leaders will arise from such exercises. You will be surprised how smart some people are. Different types of smart and all that?
Get a superb HR team. One that can assess and train your employees. One that can put them on the right track.
Assign the right people to the right jobs. If an employee fails on a specific job or task, learn what happened and if you are willing to give them a second chance and third chance, let them do their best on what they love to do and are capable of doing. Give them time to grow and the opportunity to to learn more. Commend them when they do something great. Give a monthly awarding ceremony for your team's cream of the crop. I am sure it will inspire others to reach a certain level of excellence or yardstick of performance.
Great Question and great answers from everyone here. From my experience as an HR consultant, Happy employees make good employees.
An established Human Capital Plan defining what everyone else has already summed up here is key. Along with creating a company culture and atmosphere that enable employee to feel like valued members of the organization.
I believe in most cases you will find success with the above formula, greater defined by the answers already posted.
However, the industry, company, location, type of work, and organizational size can all bring individual hurdles and challenges that are not summed up in such a general response.
It all starts with ensuring that role of Chief Executive Officer is fully "hatted". A Chief Executive Officer is defined as the highest ranking executive in a company whose main responsibilities include developing and implementing high-level strategies, making major corporate decisions, managing the overall operations and resources of a company, and acting as the main point of communication between the board of directors and the corporate operations. The C.E.O. will often have a position on the board, and in some cases is even the chair.
Investopedia further explains that there are various other titles for the position of C.E.O. including president and executive or managing director. The role of the C.E.O. will vary from one company to another depending on its size and organization. In smaller companies, the C.E.O. will often have a much more hands-on role in the company, making a lot of the business decisions; even lower-level ones such as the hiring of staff. However, in larger companies, the C.E.O. will often deal with only the higher-level strategy of the company and directing its overall growth, with most other tasks delegated to managers and departments.
There are many CEO sample job descriptions on-line.
In our CPA practice experience, we have often seen the role of C.E.O. mishandled, leading to confusion of who's handling what? We assist business owners in correctly establishing business leadership and implementing the foundation for business success. If you have any other questions, contact
I’m not an expert in giving tips for leaders to increase productivity of their workers but if I could throw in my thoughts maybe you should do these.
1. Communicate to them regularly.
2. Make them feel that working is not only about earning money but is also a way to enjoy themselves with other people inside the company – this could make them feel important in the business.
3. Develop standards for anything that takes a lot of their time
4. If they spent most of their time in the computer make sure to set limitations and rules – track them, but not all the time.
If you wanted to read more tips, here's an article I stumbled upon on Facebook. http://biz30.timedoctor.com/8-ways-you-can-improve-the-productivity-of-your-team/
It talks about how you can improve the productivity of your team.
I have found that providing a couch in the office of workers over 30 has proven useful, if they take an hour out of the afternoon to have a nap, this can improve productivity greatly. On that note, doing away with cubicles also meant a big jump in productivity.
All great suggestions. Here's one that comes from a different perspective. Employees have personal life problems. They take time off from work to deal with them. They cause them stress, which brings on illness, and more time off (and higher health plan usage). When they do come to work, they bring their problems to work like a suitcase of bricks. So they are distracted and less productive, and they talk to co workers, distracting them as well.
Provide your employees with the right resources (EAP's, legal plans, etc.) to effectively handle their issues so they can be at work and be focused when they are present. Some of these programs are 100% employee paid (e.g. voluntary benefits), and thus, are offered at no out of pocket cost to the employer. Provide great resources, at no out of pocket cost to the company, reduce employee stress and absenteeism, and enable them to be more productive. Now that's addressing the bottom line and increasing productivity - painlessly!
One of the best ways to increase productivity is to expect it and, assuming that you have quality people, let them do their jobs. I wrote a blog much about this same topic not long ago: http://bit.ly/10bZhwI.
Start from the basics and take nothing for granted.
1. Clear Job Description
2. Clear KPI's
3. Clear Performance Management Systems
4. Proper Staff Evaluations and monitoring
5. Proper Staff training
6. Apply some Emotional Intelligence
7. The right performance oriented environment
8. A performance culture, where good performance is rewarded
9. Don't be afraid to show people the door with dignity and integrity
10 Most important - Treat your staff well.
This may sound all functional, but I intentionally started with the basics, rather than start talking about Vision, Innovation culture, etc. Assumptions are the mother of all mess ups. We assume these fundamentals are in place when they are not.
First an employee must understand that they all effect the revenue of a company and as such they all represent the company at all times. Management must develope incentive plans that involve all employees in the creation of revenuw regardless of the division/department of an emaployee.
Think like a jazz-leader!
• Make sure all roles and responsibilities are clear and non-personal (e.g. a bass player knows exactly what a bass player's role entails)
• Set up structures to work within that everyone understands
• Communicate clearly to provide a strong vision that everyone is then a part of developing
• Establish a culture of trust
• Let everyone play to the strengths you hired them for, so they can be themselves within a collaborative setting
• Recognise that mistakes are inevitable for innovation
• Value and reward process more than outcome
• Look for ‘the groove’ – a sense of purpose, combined with making progress incrementally and consistently in things that we care about, is what motivates us all. And it can be found through any work
Provide written, defined, achievable goals, and the assistence to reaching the goals.
I like to give employees weekly, monthly and long term goals, so large projects are broken down and manageable -- plus, we get a heads-up if a project is falling behind schedule.
I also usually present a project as "here's what we need to accomplish, what should we do to get there?" It gives employees buy-in to the project and a sense of ownership. Plus, they often come up with something I wouldn't have thought of, so it works on multiple levels.
And, of course -- and the biggest thing -- is to listen. If they can't come to you when they don't know what to do or something's on fire, then productivity goes out the window.
First and foremost: Check whether every employee is doing the job that they are wired to do. Every person has a place of highest and best contribution. If you have your employees take an assessment that bypasses personality and behavior revealing their unchanging motivational drivers and a get a sense for how they are wired to contribute to the world around them. Having done that, you are already halfway there. The other half of the equation is finding them a position within the company that best suit their personal profile.
Maybe this sounds a bit far-fetched, but we at Taylor Protocols have done it time and again, with dramatic results. There are cases in which we were able to achieve a 70% increase in employee output, just by getting the right person in the right seat. Result: Happy employees AND a happy company! Less sick leave, a better atmosphere are just some of the positive side-effects that are accomplished by taking this approach.
I agree with Zack Oser that it's important to latch on to what people really want out of their job, so as to increase their ownership and motivation for the job at hand. The only problem is that many people don't exactly know what they want and what they are good at. Taylor Protocols is the best tool out there in assessing ones Core Values through their innate identity. For those who are interested in finding out more, please drop me a line at: firstname.lastname@example.org
Natalie there are some great answers here - some very good advice.
One thing that worked well for me was letting them know you have their back when needed. Be there with them when something goes wrong and someone is calling for their heads. You don't need to bail them out, but you need to let everyone including the aggressor, know you are supporting your staff.
You may have to have a heart to heart with them afterwards about performance issues and/or what caused the situation. But when they are feeling vulnerable under the pressure, having your support is priceless to them.
Having worked both client side and on the agency side, I've seen it work in various situations time and again.
When they feel you value them and know you won't throw them under the bus, they respond in very positive ways.
My Top 10 rules for employee productivity
1. Have a work environment that is firm, fair, and consistent. People know what to expect in any given situation, and are okay with it.
2. Give people goals and targets--what they are expected to accomplish, by when.
3. Give people clear instructions, needed training, the tools and systems and support they need to be productive.
4. Give people the big picture, so they see how their work fits in.
5. Give them feedback on how they're doing.
6. Ask them how things could be done better. Implement their good ideas.
7. Give acknowledgement for jobs well done. Best if done in front of the entire team.
8. Reward the productive ones. Money, promotions, more responsibility.
9. Let the unproductive ones go.
10. Here's the hardest one: You must see what you do to hinder the productivity of your people, and change your management style to support productivity.
I have worked with many CEO's and managers. The one thing that really surprises me is how many forget to say "Thank You". Most have the attitude of "they know i appreciate them because I pay them". or something like that.
Telling someone, "Good job" is one thing. Telling them "Thank you for doing such a good job goes much farther. Always use thank you and please. simple!
Oh and +1 for the donuts and pizza. Now you told them thank you and you've shown them thank you. If they don't mimic that back to you over time, you know where you stand in their minds. Just sayin'...
We are in the Golden Age 2013 year of transformation, collaboration and communication, Leaders should connect to their employees from the heart with passion and love and all OTHERS will be added.
the new era is cooperative collaboration PERIOD