New Year, New ....?

Christmas has gone. we now turn to celebrating the coming of a new year.  This is traditionally the time to make resolutions to affirm values, to set out our new path.

We can, of course, do this at both the personal and the organisational level.

So, take a little time to think through how your work will change this year.  What will you do that is different and/or how will you approach it differently.

Think about others who are affected by what you do - and how you can improve their lot.  Doing 'a good turn' almost always pays dividends.

In productivity terms think through the implications of what you do and how you do it to make it more effective, more efficient and more sustainable.  This is not just good at new year; it is good business practice at any time.

Make 2014 the year you think afresh!

Its Christmas time

Christmas is coming (sounds like the cue for a song!)

Whether or not you are Christian, I am sure you can appreciate the overall Christmas message of 'peace and goodwill'.

It is, however, a little bizarre that we wrap this message up within the biggest commercial period of the year when material presents seem to count for more than good thoughts.

It should do us good to remember that we are part of a 'big society' that extends across and around the globe.  We should refocus our productivity efforts on providing a 'return' to those poorer members of that global society who often underpin our wealth at the expense of their own.

So think what you can do to make that Christmas message a little more practical, a little more 'real' for people in South Sudan, Saskatchewan, Senegal, Sarajevo, Southampton or wherever you have some influence.  

Gert the basics right

I have seen reports recently that relate to the literacy levels of young people in some of the most developed nations. .. like the UK and Australia.  These reports suggests that these countries are moving in the the wrong direction in international league tables.

Remember we are talking about 'developed' nations with a long history of compulsory schooling.

The problem (it seems to me) is that education has become a 'political football', used for 'social engineering' purposes.  Certainly in the UK, we have tried to create an educational system in which no-one can fail ... and all are 'successful'.

To do this we have 'equalised' to the lowest common denominator.  So, instead of giving every student the education they need to stretch themselves to the best THEY can be, we give everyone a relatively unsophisticated and certainly non-stretching education with assessments they have a very good chance of 'excelling' at.

We are now reaping the results of this policy - finding that recruits to the workforce do not have basic numeracy and literacy levels.  Some of these people are very smart - just not well-educated.

And these things take a long time to turn round.  Who is going to create the high-skilled workforce needed to secure my well-being through old age?

Taking Care of Business

I'm in Mauritius - working!

This is a beautiful place, of course.  But when we look at such island paradises, we sometimes forget they too have to build an economy to look after their citizens.  Of course, tourism is a major focus of economic activity but it isn't enough.  They need other sectors to be productive and contribute to the economy.  This means they also need the infrastructure and support services that other nations have to ensure high productivity.

But, of course, Mauritius is small. Building a full transport and telecommunications infrastructure is a heavy capital expense.  But bit has to be done.  What small countries need to sustain them through the pains ands trials of difficult economic times is a vision - a shared vision that all key stakeholders have signed up to ... to ensure momentum keeps the plan going through the difficult times.

i am  trying to help Mauritius build this shared vision of a highly productive nation - working with the excellent staff of the National Productivity & Competitiveness Council.  My discussions here on this my second visit give me confidence for the future ... but I know there will be plenty of slips along the way to a brighter future.  It is the vision that will keep the plans on track - and the collective efforts of lots of people who share, and believe in, that vision.

I am hoping that in subsequent visits, I see the seeds we have planted starting to sprout and grow ... and that Mauritius has a future as bright as its sunshine.

Get them onside

We want our staff to participate ... to take part in improvement projects and initiatives - even to initiate them.

But we have to first engage them - we have to make them see why we want to improve , why it is in their interests, and why they should become involved.

If we don't get their interest and support, they won't participate willingly.

So, think about what motivates them, what might encourage them and offer them reward .... understand their concerns, hopes and fears ... and  then find ways to engage them - on their terms, not yours..

Moving Forward

On the LinkedIn group which I moderate (Productivity Futures) we have recently had a discussion about which come first - motivation or productivity.

One side of the argument (conventional wisdom) suggests that we motivate staff (with exhortation. encouragement, rewards or whatever) and that motivation results in higher productivity and higher satisfaction for the workforce.

The counter argument is that workers work hard - perhaps because they are well-organised and well-managed.... and that performance results in them being rewarded and satisfied, creating motivation for future performance.

In some respects, the argument is irrelevant.  As a business manger or owner, you need to work on the motivation of staff, setting achievable targets and goals (which are understood and agreed by those responsible for achieving them).   This is something which should be ongoing and regular - not an occasional one-off intervention or initiative.

Then we end up with satisfied, highly productive workers - completing the cycle of motivation, productivity, motivation.... wherever it starts.

Targets are not enough

In the measurement field.there seems to be an assumption that, if you set targets, people will - by default - be motivated to achieve them.

However, clearly you need also to have a plan ... a sequence of activities that move you ever closer towards the target.

The target is the easy bit. Establishing an effective plan is much harder.  So you should spend your effort in proportion to this difficulty ... and focus on the plan.

But even this is not enough.

When you have the plan you have to marshall the resources to make it happen ... and motivate people to make them want to achieve it.

In most situations, whether you reach your targets will depend on people not plans.  Focus your people - and make sure they have the knowledge and skills to help you move towards your targets.

Now you have a chance of success.