Leaders consistently strive to enhance individual productivity, including their own. Yet, this endeavour often stalls at the surface level of time management training provided by the HR department. These sessions cover merits and drawbacks of techniques like Inbox Zero, the Pomodoro method, the Eisenhower matrix, Getting Things Done. They also explore numerous other methods promising peak productivity. Despite these efforts, individuals still find themselves overwhelmed by work, buried in emails, and unable to concentrate on crucial tasks. It is evident that these productivity hacks fall short.
The issue does not lie in the fundamental logic of these approaches. Rather, they overlook a simple truth: most people do not operate in isolation. They function within complex organisations defined by interdependent relationships, often influencing personal productivity significantly. Even if you master email management, the constant influx of messages from various platforms renders you unable to keep up. Similarly, personal productivity frameworks falter when faced with unexpected demands from higher-ups.
As W. Edwards Deming, the renowned statistician and management consultant, asserted in his book “Out of the Crisis,” 94% of problems and opportunities for improvement stem from the system, not the individual. In fact, the same holds true for productivity enhancements. While personal strategies hold value, they are not as effective as systemic solutions for addressing low productivity and inefficiency. The most potent remedy lies at the systemic level, not the individual level.
Here are four measures to counteract this.
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Implement Tiered Huddles
Many high-performing organisations have adopted tiered daily huddles, featuring a clear escalation process for all issues. Beginning with frontline workers at the start of the workday, these huddles progress to supervisors, managers, directors, VPs, and finally, the executive team. Problems are tackled at the lowest feasible level, with issues escalated as necessary. This system fosters closer alignment between the C-suite and frontline staff and expedites decision-making. It notably enhances productivity by reducing the volume of scattered emails concerning various issues.
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Enhance Work Visibility
The majority of office work remains unseen, residing in individuals’ computers or minds. Consequently, it is challenging to gauge workload or identify overloaded individuals. Physical or virtual task boards, such as Trello, Asana, or Airtable, where every task is visually represented along with its assignee and status, facilitate a fairer distribution of work. This approach eliminates numerous status update emails and streamlines meeting discussions. Notably, making downtime visible, as demonstrated by Harvard Business School professor Leslie Perlow’s research, improves job satisfaction and work-life balance.
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Define Urgency Protocols
Just as the police summon Batman with the iconic bat signal in times of crisis, organisations need a clear indication of genuine emergencies. Without agreed-upon communication channels for urgent issues, employees waste time checking multiple platforms. Establishing specific communication protocols for urgent and non-urgent matters streamlines workflows and bolsters productivity.
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Align Responsibility with Authority
Too often, employees bear responsibility without corresponding authority, leading to frustration and inefficiency. For instance, at a footwear company, the CEO’s unilateral decision on a shoe style disrupted operations and demoralised the product development team. The rule is simple: if someone is accountable for an outcome, they should possess the authority to make necessary decisions. This reduces the need for endless emails and meetings.
Final Words
In conclusion, while individual efforts to boost productivity are valuable, they are best viewed as complementary to broader systemic interventions. By prioritising systemic solutions, organisations can create an environment where productivity flourishes and individuals are empowered to achieve their full potential.
Source: Harvard Business Review.
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