The challenge in business is to increase the production and execution results of the manager's team. The results that need to be improved are related to the current methods of managing. You get what you do. The hurdle for managers is "how to bring about the transformation." Poor results, or less than stellar outcomes, will continue unless something constructive happens. Managers can achieve performance increases and much higher rates of project and assignment execution.
The most critical step for a manager who needs to change the productivity and performance of the team, and commits to make that happen, is to clearly define what needs to change and why. Most efforts to change the productivity of a unit fail because the manager will not take the time to define the "change intent" that needs to be accomplished. The manager will lead the change efforts...so where are you leading the team? Why does the team need to change? What will this productivity change do for the business unit? How will the manager measure the results of productivity change efforts? The manager defines the business unit success that will result from an effort to change performance.
Once the manager has a crystal clear picture of the "change intent", one that can be communicated to all concerned in less than two minutes, and has pinpointed the way change success will be measured, the next step can be undertaken. The manager will define where the changes for improved productivity must originate. This will require an assessment of each individual and of team dynamics. Be specific regarding what has caused productivity to be less that high-performance. Look at the skills, attitudes and levels of accomplishment for each person in the unit. Analyze the "team dynamics." What areas of the teams execution are lacking, team-work, mentoring, communication, planning, training and commitment are starting places. Does the manager need to change? Management dynamics such as communication, project planning, status tracking, understanding each member of the team area all areas for candid review of the manager. This assessment must be done and it must be done accurately and it must get at the real issues.
How NOT to implement change in productivity and performance. First lets face facts, people just do not like change, period. People, even motivated people, would like to keep the status quo. Change focused on increasing productivity and developing a high-performance business unit can engender real resistance. Most managers have heard the cry, "oh boy, here comes the latest corporate improvement program! This will not last any longer than the other ones!" We've all heard it before. Sometimes a company or business unit is in trouble and under fire and may have no choice but to initiate large wholesale changes. Except for this, the best and most successful process for change will be a purposeful, consistent and deliberately incremental approach. This works best for most managers. The team and individual productivity issues will require time for permanent improvement. The manager should not go after the productivity improvement change all at once, full-bore or as an ambitious new initiative.
The manager's productivity change plans will require the cooperation and buy-in from the unit. To make this happen, the manager can divide the improvement plan into segments. These segments can be applied over a reasonable time frame. It may be appropriate to bring key people from the business unit into the detailed plan. Care should be taken not to make a big deal out of communication the Plan. Simply state the intent to bring about productivity increases through a measured program with little disruption. The manager may want to share his or her vision of helping to build a team with a solid reputation for getting things done. Keep it simple.
The productivity change program will require a higher level of effective delegation by the manager. The key to productivity improvement is to make the incremental changes in both the individuals and the team by inclusion in the regular assignment or project delegation activities. Here is an example. Suppose the manager has uncovered the need for increased skill in a given area by a employee. The lack of skill or knowledge in this area has been defined as a contributor to the unit's productivity problems. First, there may be some training needed to get the employee up to speed. In other cases, the development need might be integrated in daily work. Either way, the manager makes the training an integral part of the next assignment. Communicating to the employee, as part of the delegation process, is done as usual and the productivity development opportunity is simply built into the assignment.
Let's say that there is a technical skill that needs improvement with a given employee. The manager can pinpoint this and motivate the employee by including development steps in a regular assignment. Simply layout the specific skill that will be developed in the assignment and connect the employee to training or coaching resources. Make sure the individual knows where the help or training will come from and make it a natural part of the assignment. A post-assignment review with the employ will verify and support the lessons learned.
The manager who works to define their productivity improvements, by clearly defining the change intent needed, and then develops a complete assessment, is positioned to launch into incremental steps. No big program for employees to resist. No pushing people outside their comfort zone or into resistance. On a daily basis, the manager can implement the needed productivity improvements by integrating the process into every assignment or project. It begins to improve right away and continues because it has been purposefully aligned. Business goals are met, and the team begins to deliver execution results. This manager and team are well on the way to high-performance. Simple, direct, incremental and consistent. It works.
The most critical step for a manager who needs to change the productivity and performance of the team, and commits to make that happen, is to clearly define what needs to change and why. Most efforts to change the productivity of a unit fail because the manager will not take the time to define the "change intent" that needs to be accomplished. The manager will lead the change efforts...so where are you leading the team? Why does the team need to change? What will this productivity change do for the business unit? How will the manager measure the results of productivity change efforts? The manager defines the business unit success that will result from an effort to change performance.
Once the manager has a crystal clear picture of the "change intent", one that can be communicated to all concerned in less than two minutes, and has pinpointed the way change success will be measured, the next step can be undertaken. The manager will define where the changes for improved productivity must originate. This will require an assessment of each individual and of team dynamics. Be specific regarding what has caused productivity to be less that high-performance. Look at the skills, attitudes and levels of accomplishment for each person in the unit. Analyze the "team dynamics." What areas of the teams execution are lacking, team-work, mentoring, communication, planning, training and commitment are starting places. Does the manager need to change? Management dynamics such as communication, project planning, status tracking, understanding each member of the team area all areas for candid review of the manager. This assessment must be done and it must be done accurately and it must get at the real issues.
How NOT to implement change in productivity and performance. First lets face facts, people just do not like change, period. People, even motivated people, would like to keep the status quo. Change focused on increasing productivity and developing a high-performance business unit can engender real resistance. Most managers have heard the cry, "oh boy, here comes the latest corporate improvement program! This will not last any longer than the other ones!" We've all heard it before. Sometimes a company or business unit is in trouble and under fire and may have no choice but to initiate large wholesale changes. Except for this, the best and most successful process for change will be a purposeful, consistent and deliberately incremental approach. This works best for most managers. The team and individual productivity issues will require time for permanent improvement. The manager should not go after the productivity improvement change all at once, full-bore or as an ambitious new initiative.
The manager's productivity change plans will require the cooperation and buy-in from the unit. To make this happen, the manager can divide the improvement plan into segments. These segments can be applied over a reasonable time frame. It may be appropriate to bring key people from the business unit into the detailed plan. Care should be taken not to make a big deal out of communication the Plan. Simply state the intent to bring about productivity increases through a measured program with little disruption. The manager may want to share his or her vision of helping to build a team with a solid reputation for getting things done. Keep it simple.
The productivity change program will require a higher level of effective delegation by the manager. The key to productivity improvement is to make the incremental changes in both the individuals and the team by inclusion in the regular assignment or project delegation activities. Here is an example. Suppose the manager has uncovered the need for increased skill in a given area by a employee. The lack of skill or knowledge in this area has been defined as a contributor to the unit's productivity problems. First, there may be some training needed to get the employee up to speed. In other cases, the development need might be integrated in daily work. Either way, the manager makes the training an integral part of the next assignment. Communicating to the employee, as part of the delegation process, is done as usual and the productivity development opportunity is simply built into the assignment.
Let's say that there is a technical skill that needs improvement with a given employee. The manager can pinpoint this and motivate the employee by including development steps in a regular assignment. Simply layout the specific skill that will be developed in the assignment and connect the employee to training or coaching resources. Make sure the individual knows where the help or training will come from and make it a natural part of the assignment. A post-assignment review with the employ will verify and support the lessons learned.
The manager who works to define their productivity improvements, by clearly defining the change intent needed, and then develops a complete assessment, is positioned to launch into incremental steps. No big program for employees to resist. No pushing people outside their comfort zone or into resistance. On a daily basis, the manager can implement the needed productivity improvements by integrating the process into every assignment or project. It begins to improve right away and continues because it has been purposefully aligned. Business goals are met, and the team begins to deliver execution results. This manager and team are well on the way to high-performance. Simple, direct, incremental and consistent. It works.
About the Author:
Michael Moore, who has been building and directing teams and managers for over 40 years, has developed a manual on management by management. For information on successful management, including Tools and manuals please visit his Website.. This article, To Increase Business Unit Productivity - Change Is Required is released under a creative commons attribution license.
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