In today’s post, we cover the remaining portion of Robby Slaughter’s interview with Michael Reynolds and reveal the remaining 5 items that can kill business productivity and workplace culture.
In this two part series, we dive into Slaughter’s interview with Michael Reynolds on the Digital Exec in regards to the common ways people can unknowingly kill productivity and workplace culture. In our first post, we revealed the first of Slaughter’s 5 killers: Utilizing the Word Mandatory, The Veneer of Fun, Interruptions, Sense of False Urgency, and Abuse of Status.
Today we will cover the final five productivity and culture killers on the list of Top 10 ways to kill business productivity and workplace culture. [To view the video in full, visit the link provided].
6. Unreasonable Expectations in the Workplace
As a leader, you need to make sure that you engender a culture where people should push back. Let people know that, “Hey, if I’m giving you too much work, you need to tell me,” because you only have so many hours in the day, and you can’t do everything that needs to be done in one of those days.
Second thing I think is really important is whenever you give someone a task, “Michael, can you work on this for us?” If you say, “Yes, I can do it,” and say, “Okay, Michael, what I need you to do for me, before you really accept this task is give me two pieces of information. One, I need you to estimate the duration, that’s how much time you think it will take. And the second thing I need you to give me is I need you to give me a time frame based on all your other responsibilities, whether they’re at work or with vacations your planning or your family or anything else, when you can expect to make progress and complete this project?”
7. Zero Tolerance for Failure
One of the main reasons companies get into this stagnation in which nobody’s going to take any risk is because they have an authoritarian culture in which you have to do what the boss says, and the boss has to do what their boss says and so on.
I think, too, that people don’t characterize failure very well … We should be willing to make mistakes to fail fast as you say and find ways to move forward.
8. Insufficient Technology Resources.
Instead of just issuing people devices or saying, “You have what you have,” we [AccelaWork] give folks a budget to work with and we say, “Hey, here’s some money we can allocate towards technology for you. Go and buy whatever it is you think you need, hardware, software, resources, just take care of it and we’ll cover that cost.”
9. Focus on Face Time Versus Focus on Value.
A lot of people have a management style which they call management by walking around. They’ll walk around the office and check on people and say, “Hey, how things going? What’s happening on your project?”
You can see how this is appealing to a lot of managers because it feels like you’re connecting with people, it feels like you’re building a rapport, but what really happens very often is that people feel interrupted because they were working and now you’ve made them stop working. They also feel like they’re being checked on as if they’re not trusted.
10. Notion of Nepotism or Favoritism
… be conscious of how your personal relationships outside the office can influence inside the office, and this is really true in small businesses …
People can feel like, “Well, I’ll never have a chance to be promoted because so and so’s brother in law works for the company and they’re going to get that job before I do.”
The more transparent you can be with your decision making process [and the more your employees know] if I do A, B and C and have a chance to move ahead, the more they’ll feel connected to their work and the less they’ll be concerned that they’re being treated unfairly.
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