THE PRODUCTIVE LEADER

Transcription

1 WHITEPAPER THE PRODUCTIVE LEADER IT'S NEVER JUST BEEN ABOUT TIME MANAGEMENT

2 LEADERS NEED MORE: ACHIEVEMENT FOCUS According to Priority Management, the average manager is interrupted every 8 minutes. Add to that, the Journal of Experimental Psychology reports that after a 2.8 second interruption error rates double, and error rates triple after a 4.5 second distraction. TIME TIME MANAGEMENT IS A MISNOMER. PRODUCTIVITY IS ABOUT FOCUS Interruptions, lack of focus and errors cost money and your credibility. TASK NOT TIME MANAGEMENT

3 43.3 THE AVERAGE NUMBER OF HOURS A MANAGER WORKS PER WEEK abs.gov.au Managers have the highest average of actual hours worked of all major occupational groups.

4 30% $411 Billion loss each year due to sleep loss (US). Employees are so stressed about their financial that it interrupts focus and productivity. 2.3x Improved productivity in organisations with more connected with employees % Revenue growth in organisations with highly engaged employees.

5 TIME IS A FIXED INCOME, AND AS WITH ANY INCOME, THE REAL PROBLEM FACING US IS HOW TO WORK SUCCESSFULLY WITH OUR DAILY ALLOTMENT. PLAN EACH DAY DOWN TO THE MOMENT BECAUSE ONCE TIME IS WASTED, YOU CAN NEVER GET IT BACK. PERCY WHITING VP Dale Carnegie & Assoc.

6 CHALLENGES LEADERS FACE... Shifting Priorities Change is the only constant in our world today and being agile enough to adapt at the right pace is a challenge that needs to be addressed. Driving Performance Achieving more and better with a leaner workforce means facing the challenges of being able to drive performance effectively whilst keeping turnover low, individuals developing in line with new technologies and processes, and maintaining a high performing and functioning team. A New Generation With baby boomers retiring so too is their experience that has been on-the-job training and in-house mentors. This results in the challenge to find new ways to rapidly equip younger leaders with the necessary skills and knowledge to productively lead. s, , s! Inboxes are choking with s demanding attention. Leaders are faced with the challenges of inbox and task management, action appropriately and timely, without overwhelm, and help their teams to productively handle their own s. Communication & Culture Fundamentally the key to a productive workforce is how individuals communicate through and across the organisation. This impacts culture and the productivity of the organisation. Leaders are constantly challenged to ensure effective, open and respectful communication. Long Hours & Missed Moments In this constantly connected world, accessing s, texts and calls night and day challenges the leader to work longer hours, be less present for family and personal pursuits.

7 WHAT KEEPS LEADERS WAKE AT NIGHT... Ownership Leaders can be so consumed with the stress of making the right decisions, driving team performance, not speaking up for fear of not saying the right thing... not putting a foot wrong, that they lack a true sense of ownership for their leadership role. Failure With the pressure to get more done with better results and, most often, with less resources leaders do not want to be seen as a failure. The need for success, through team they lead and the outcomes they achieve are often driven by high expectations and standards that can stifle and inadvertently hinder productivity. Backlash and bullies Leaders avoid difficult conversations because they fear they'll be called a bully and from there the ramifications and risks are too high. The stress of avoidance impacts the whole team which makes the leader even more ineffectual. Demographics Leaders avoid critical performance conversations for fear of being accused of sexism, racism or unable to relate and communicate across age demographics. Taking a seat: contributing Leaders avoid speaking up or contributing in key meetings for fear it will reflect poorly on them or because they may get challenged by others. Imposter Syndrome Leaders often wonder if they are really cut-out for the role; questioning if they are good enough to be an effective and productive leader. A Good Provider Being a good provider for the family often drives people into higher management or leadership roles, inspite of personal career desires. This often leads to the costly situation of the wrong person in the wrong role.

8 THE PRODUCTIVITY MODEL

9 THE PRODUCTIVITY MODEL Without awareness, skills and focus, results will never reflect the desired level of productivity. It s about working more effectively with the team, executing the work, empowering and driving performance. It s time for leaders to get deeper INSIGHT into how they spend their time so that they can stop feeling as though their efforts are invisible. Productive leaders stop reacting and stomping out spot fires and RESOLVE to take a more considered approach to responding. Productive leaders are more DISCERNING; they master key leadership skills - such as feedback, delegation, influence and prioritising - to ACHIEVE more while simultaneously developing their team. Instead of just getting by, productive leaders are prolific and are constantly adding value to the team, the department and the business, that is, they have the time, energy and focus to find way to PROSPER personally and for the business.

10 KEYS TO THE PRODUCTIVE LEADERSHIP Simply measuring the time to complete a task is outdated and insufficient to truly understand and be productive. According to a study on highly productive leaders they identified increases in engagement, profit ( 16%), customer loyalty ( 12%), and quality ( 60%). Source:

11 MASTERING PRODUCTIVE LEADERSHIP THREE KEY AREAS THAT WILL BOOST YOUR RESULTS, CONFIDENCE AND PRODUCTIVITY THE PRODUCTIVE LEADE RELATIONSHIPS Honest, respectful and open relationships impact on team and organisational productivity. CLARITY Through clear goal setting, priorities and understanding the value of the work being done, productivity can be boosted. BOUNDARIES Effective delegation, performance conversations and influence help create boundaries for helping the team and leaders get the work done.

12 PERSONAL - PRODUCTIVITY WHAT AM I DOING THAT HELPS BOOST MY PRODUCTIVITY AND GET RESULTS? WHAT DO I DO TO GET IN MY OWN WAY OF BEING EVEN MORE PRODUCTIVE? Leading oneself through the distractions and multiple demands in order to maintain pace and focus to achieve, if not exceed, results.

13 You Busy v Achievement PERSONAL -- PRODUCTIVITY KEY AREAS OF FOCUS Time Wasters WHERE'S DOES THE SENSE OF ACHIEVEMENT COME FROM? Habits Procrastination Triggers Schedules Balance The productive leader ensures they are focused and able to prioritise themselves through effective scheduling: this includes time for thinking and self care. It's all about balance over the long term, and being able to meet the peaks and troughs of shifting demands. Self-awareness is critical for minimising unproductive habits and time wasters. The productive leader identifies their procrastination triggers and implements actions to eliminate them. When fully present the productive leader is able to engage, influence and achieve more in terms of efficiency, cost, time and energy.

14 PROFESSIONAL- PRODUCTIVITY WHAT'S THE RETURN ON EFFORT? HOW DOES THE WAY I DO MY WORK HELP OR HINDER MY PRODUCTIVITY? Leading self and others to achieve top results from doing the most valuable work in most effective way.

15 s Clear Your Space PROFESSIONAL- PRODUCTIVITY Urgent v Important Multitasking KEY ACTIVITIES WHERE'S DOES THE SENSE OF ACHIEVEMENT COME FROM? Meetings Environmental Time Wasters Discerning the important over urgent at the right time and at the right pace means the productive leader has a clear understanding of the value they offer and the value of their results. Time Chunking Batching Key activities that every productive leader implements includes batching like tasks, singlefocused time chunking to complete high level tasks, avoiding multitasking in order to minimise error rates and role modelling effective task management.

16 PEOPLE- PRODUCTIVITY WHAT DIFFICULT RELEATIONSHIPS ARE HINDERING THE TEAM'S PRODUCTIVITY AND ADVERSELY AFFECTING THE ORGANISATIONAL CULTURE? HOW WELL DO YOU KNOW YOUR TEAM? HOW EFFECTIVELY ARE YOU DRIVING PERFORMANCE? Build and sustain open, honest interpersonal communication to drive high performance, influence the right decisions, and ensure the team stay motivated and productive.

17 Influence Sharing Stories PEOPLE- PRODUCTIVITY Listen More, Speak Less Delegation KEY SKILLS AND ACTIVITIES Feedback Conflict The productive leader actively engages in building rapport and increasing the teams engagement. This is through two-way, open and assertive communication; using delegation as a tool for development; providing timely and specific feedback (including not avoiding the difficult conversations); and networking to deepen relationships that can help influence and drive a more productive team. Telling v Asking The productive leader knows their power and their authority and uses them in careful measure to ensure the team are motivated and engaged, and therefore productive.

18 THE SIMPLE ACT OF PAYING POSITIVE ATTENTION TO PEOPLE HAS A GREAT DEAL TO DO WITH PRODUCTIVITY. THOMAS J. PETERS Image Source: Haikudeck

19 Next Steps Are you getting in the way of your own productivity? What areas of your leadership need deeper self-awareness? What do you need to focus on now? What more value could you be achieving by assessing the way you get your work done, set out your day, or handle interruptions? Do you want less busy and more achievement? Which relationships need greater focus for improved productivity?

20 ABOUT SALLY Most people want to do a good job and have a sense of achievement through being productive. Obsessed with productivity and execution, Sally helps people get on with their work and get on with their peers, senior leaders and team. She helps them find ways to be more productive and see the positive results while also gaining greater engagement. What makes Sally different is, first of all, she has been a manger, she was a CEO, so she understands first hand the pressure of balancing workload, leading a team, and delivering the required outcomes. She struggled when in the trenches so she truly gets it. Sally has trained and developed an enormous amount of managers and leaders across diverse industries both in Australia and overseas. What that means is that Sally brings a unique depth of experience and skills to making improved productivity more than just a mere time or people management concept. Sally helps you lift the heavy drag of constantly feeling like you're getting no where to the lighter, less stressful, more confident productive you.

21 CONNECT WITH SALLY Workshops Mentoring Presentations

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