Warm-ups

You're the boss, now what?

You should now be thinking about the opportunities for productivity improvement. Also, you perhaps may have started to think about, interdependencies, causes and effects, the role of a truly motivated workforce, the role and conduct of management at all levels and the organizational environment.

If you are to lead and to move ahead, ultimately you have to start changing things even from your current position. Your goal is productivity improvement. You will achieve significant results, if you consults with those who do the work. You, at all times must acknowledge any contribution from whatever quarter in an appropriate fashion.

You have to take stock, determine better ways through consultation with those that do the work, stamp your personal ethos and values on your and those around you, situation. You have to move out of your comfort zone and find ways of making work easier, simpler, quicker, rewarding, safer and fun. For all the theory this is what really works. Some may oppose you, but the majority will follow you because you have made a difference to their lives, inside and outside of work.

Where is the talent in your organization? What does it look like? How does it dress? What does it do? How does it do it? Is it fully mobilized or is most of it finding external opportunities for expression of human creativity? Is 'sweating resources' a common saying? Is there any damaging apartheid, defined as follows:

a·part·heid:

  1. A policy or practice of separating or segregating groups.
  2. The condition of being separated from others; segregation.

Key Questions

  • If you were boss in your organization, what would you change to reward and motivate all levels in the organization, how and why? Read this supervisors guide to Employee Motivation, the Organizational Environment and Productivity for ideas.
    • Consider financial rewards to workers lower down the organization whose talent, experience and wisdom you are looking to harness.
      • How would you reward a machine operator, for instance, if he came up with an idea that reduced working costs by 5%, this year and beyond? Would you give him a one off payment? Would you give him an annual payment for the years his idea benefits the organization? Would you not pay him anything, but grant him the honor of a baseball cap and jacket with an 'Employee of the month' badge on each? Or something else? How would you encourage such participation, both formally and informally?
      • Compare and contrast this with how you would remunerate a senior manager who increased sales by 5%.
  • How would you go about cultivating relationships in your workplace, both formally and formally?
  • How would you go about projecting yourself? To your peers, to your subordinates, to your bosses?
  • What would be your attitude and approach towards;
    • Work?
    • Groups?
    • Individuals?
    • Productivity?
    • Your organizational environment and the culture to be found in the workplace?
  • What would be the benefits of your new ideas on your job, rewards and motivation in the workplace?
    • To workers?
    • Their families?
    • The community?
    • Management?
    • The people who supply the funds for your organization?
    • The image of your organization?
    • To the productivity of your organization?
  • How would you go about getting your changes made?
  • When will you get started, given that you should by now (or at least after reading this Supervisors Guide to Employee Motivation, the Organizational Environment and Productivity) see so many opportunities for your self, your collegues, your organization and the wider community?

You are probably not the boss, so how would you go about getting the changes made, given that you clearly see the mutuality of the benefits that would accrue from improving organizational productivity with and through the talent, experience and wisdom you already have?