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Fostering Employee Productivity: What Not to Do

jason-kulpa-productivitySuccessful business managers know that there are many ways to accurately and efficiently foster employee productivity, but the best ones also recognize that there are just as many ways to botch this process. Productivity can be a delicate trait to hone at first, and your approach will almost exclusively depend on the unique strengths and weaknesses of the employee in question. Avoiding common pitfalls will make this process much easier — especially if you have just stepped into a managerial position.

That said, here are several mistakes to avoid en route to creating stronger employee productivity.

Being too formal all the time

As a manager, there is a time and place for formality; it is the backbone of your company, the foundation that all workers must adhere, in some capacity, to keep the workplace exactly that: a workplace. That said, too much formality can be detrimental to employee productivity if unhealthily implemented. Make sure you take time to humanize interactions with your direct reports; ask them about their lives, schedule bonding activities when appropriate, and maintain a demeanor that will keep them feeling comfortable and supported. If you can achieve this type of relationship, everything will likely go much smoother for everyone involved. Work is work, but that is not to say work has to be cold and emotionless.

Not being transparent

Perhaps a subsection of the previous point, transparency is a huge variable in any healthy manager/report relationship. By not being forthcoming about important feedback, you jeopardize the growth of your employees while creating an unnecessary divide that may create additional issues in the future. Specifically, be as direct as possible about mistakes, conflicts with office policies, and general areas of improvement; these are the talking points that will make your workers stronger and more cognizant of what it takes to succeed in their role. You will create another layer of approachability along the way, too.

Forgoing individualization

Individualization is one of the most important factors to consider in employee development, so forgoing it essentially chalks up to lazy management. As previously mentioned, the pursuit of employee productivity encircles the process of constantly pushing the envelope and testing employee thresholds. In this same sense, push yourself as a manager to learn as much as you can about your workers, and tailor your development plans based on this information. During new employees’ first weeks of work, schedule one-on-one meetings to tease out immediate strengths, weaknesses, concerns, fears, points of confidence, and any other relevant factors that will help you individualize their work experience. Not only will this approach help with productivity, it will generally help your employees feel supported at a personal level from day one.

 

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Five Management Styles and Why They Work (Pt. 1)

jason-kulpa-stylesEffective business management is subjective in that every managed employee is different, therefore requiring a unique approach in terms of their productivity, adherence to office structure and policy, and overall learning pace. 

To get the most out of your direct reports, you will need to identify and leverage an appropriate management style that will foster their strengths and mitigate their weaknesses. Bad management costs businesses billions of dollars each year, so it is imperative that you put your best foot forward as a leader and maintain a healthy management culture.

That said, here are several effective management styles commonly observed in offices spanning countless industries.

Result-Based Management

All management styles are, in a way, result-based, but some managers embrace the long term as a complete basis for success and failure. In this sense, it is not so much about how things are done, so long as they are done quickly and efficiently. This approach may seem cut-and-dry on the surface, but it actually welcomes quite a bit of experimentation; results-based managers are usually open to new ways for employees to accomplish a task, and this openness keeps both the manager and employee focused on what will streamline the work in front of them. When committed to habit, this subconscious problem solving should prove to be a huge asset to the company as a whole.

Inspirational/Extroverted Management

Though not a required characteristic for good leadership, many successful managers are both extroverted and charismatic. These traits can be infectious to subordinate workers; they help to maintain a warm working relationship while humanizing interactions that may otherwise feel mechanical and by-the-numbers in terms of corporate functionality. You want to foster productivity, but you also want to keep the process accessible and comfortable. This boils down to a healthy injection of compassion and consideration, paired with any opportunity to inspire and rally your workers around a goal. In many cases, these workers will perform better throughout the year.

Example-setting Management

Just like results-based management, example-setting management entails characteristics that should technically be observed in all management scenarios; after all, you cannot hope to lead your peers if you are setting a poor example within the context of company demands. However, example setting can be formed into a full-fledged management style depending on how much of an example you are willing to set. Employees will most likely respond more to examples that are both unconventional and healthily over-the-top — those leaders who continuously push the bar and go above and beyond baseline expectations. As a manager, you should already have a knack for ambition and forward thinking, so fully embrace this trait to set the strongest example possible.

 

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