Questions to Improve Productivity
We are addicted to knowledge—to having the “right” answers. Things would improve quickly if we became addicted to discovery.
When is the last time you took a look at how things are done in your work environment with an eye toward improvement?
How often do you ask one or more of these questions about the processes in your line of work?
- How could we improve this process?
- Is there affordable technology that could improve the end result?
- How could we make it faster?
- Are there people involved in this process who don’t need to be?
- Where are the bottlenecks and how can we eliminate them?
- What takes the most time when completing this process?
- Does the customer (internal or external) even want this anymore? Is this the format s/he wants?
- What’s the lowest pay grade it makes sense to assign this to? (This could free up your senior talent to do other things and give your less experienced team members an opportunity to grow).
After facilitating hundreds of these types of discussions for both private and public organizations, I can say unequivocally that the quickest way to identify areas for improvement is to ask your team. Give them an opportunity to identify and submit those processes they believe could be improved, their ideas for improvement. Turn their complaints into solutions. Challenge them to say how they would do it if they were put in charge. They’re discussing this when you’re not around; it’s time you heard their ideas.
If ideas are submitted that cannot be implemented, let them know why. They may not agree but they’ll be glad you let them in on the decision making process. It could also prompt them to come up with an even better solution.
This discovery process also has the advantage of teaching them how to apply the same questions to their individual work, which in turn, leads to personal improvement and greater productivity.
A “one man band” is, by definition, not a leader, so stop thinking you’re the one who needs to have all the answers. You have players in your particular band who want to help make it the best band ever (U2? Heart? The Boston Pops?). Work with them to adopt an attitude of discovery and watch employee engagement increase.
Change your focus; engage your team!
Appreciation = “I notice”
I’ve written about this before but it bears repeating.
We seem to make a very big deal about employee engagement. We conduct surveys, put in systems and programs to address the issues and yet nothing seems to improve.
Perhaps we are overcomplicating things.
Our employees and co-workers (our families!) all want to feel appreciated. We want to fulfill those desires.
Here is a simple way to show appreciation in any situation: simply notice what others are doing and tell them you noticed.
To the receptionist: “I’ve noticed that, when things are slow for you, you ask your co-workers if there’s anything you can do for them. Thank you for that.”
To the maintenance person, “I see that not only are the floors clean but the baseboards are, as well. Not everyone takes that extra step. Thank you.”
To your boss, “Whenever you want to speak to me you always ask if it’s a good time. I really appreciate that consideration.”
Take a moment to think about those around you. What do they do, without being asked, that is noteworthy? When I say “noteworthy” I don’t mean that it has to be a big deal. It’s just something they do that makes work more pleasant.
Another way to think about it is, what do you complain about others doing? Are there people around you who DON’T do that? Have you told them how much you appreciate it? Here’s an example: when I am in a restaurant and telling a story, I really don’t like it if the server interrupts. First of all, have you noticed it’s usually when you’re in the middle of the punch line? Therefore, whenever a server waits for me or anyone else at the table to stop talking before interrupting, I always let them know how much I appreciate it.
You might say, “Well, Silver. That’s how they are SUPPOSED to behave,” and you would be correct. That doesn’t mean they don’t deserve to be thanked for it. Keep your focus on what people do that pleases you, thank them for it and engagement will naturally increase.
Change your focus; engage your team!
Employee Engagement–Unravelling the Mystery
Corporations spend thousands of dollars trying to figure out whether their employees are engaged and, if not, how to engage them.
There is an inexpensive, very simple, old-fashioned method for uncovering what your employees want and need in order to be engaged:
ASK THEM!!!
Engage is a verb. It involves interaction with something—a computer screen, a smartphone screen or—hey! Here’s a unique idea: HOW ABOUT A PERSON?
I know you’re super busy so I’ve put together a one-page listing of engaging questions to get you started: The Very Best Employee Engagement Questions
Celebrate National Employee Appreciation Day by Using This Technique
Friday, March 2, 2018 is National Employee Appreciation Day (who knew?). Your employees will feel appreciated every day if you consistently use this technique.
Delegation: a tool to develop the skills of others
Every single interaction with a team member is an opportunity for that person’s growth and their supervisor’s freedom.
Each time you interact with an employee if, instead of answering questions, you ask questions, then you are continually developing them.
Example:
Employee: I’m not sure how you want me to set up this report you requested.
You: What are your ideas for setting it up?
This type of interaction accomplishes three things:
- You get a glimpse into how that employee thinks about work.
- You hear his/her solutions (and one of them may be better than yours!)
- Since s/he was involved in the planning, you gain “buy in.”
This is called the Socratic Delegation Process and results in direct employee development (we used to call it “hands on development” but that term is problematic these days).
For the Socratic Delegation Process template, click here.
Most direct supervisors act as “answer machines” when it comes to interacting with their direct reports. The trap here is that you then become indispensable–and it is a trap.
If your department cannot function without your presence then you can kiss any potential promotion goodbye. Taking you out of the department would be too risky for the overall business or organization.
More importantly, you end up with a team that is “phoning it in” because they’re not engaged–they think that’s your job.