Time. It’s undeniably one of the most valuable commodities – for both companies and individuals. There are countless books on productivity and time management, efficiencies, and project management. But a common theme many of them have is how to manage around the inefficiencies in work – e-mail, meetings, systems – instead of focusing on how to fix systemic problems.
“The design of work has not kept up with the needs of work. In most companies, doing great work is not as easy as it should be,” according to a report by the Jensen Group, a company dedicated to making it easier to get stuff done, that published The Simplicity Survival Handbook and compiles the SimplerWork Index.
The index has surveyed over 100,000 people in more than 2,000 companies – and the results might surprise you. You can download a free report of the survey summary online.
Among the surprising facts: Over the years this index has been compiled, only 12% of people responded positively to the following statement: “My company is respectful of my time and attention, and is focused on using it wisely and effectively.”
The index also indicates that, among other findings, for every 100 employees:
51 must go back to their manager frequently to determine what they’re supposed to do.
71 can’t find what they need to do their best.
81 think an Xbox works better than the tools their company supplies.
Lacking clear direction, tools, and systems at work can cost time. But, according to The Simplicity Survival Handbook, it can also cost talent. In fact, the design of workflow and workload are matters of respect. The time, attention, ideas, knowledge, and energy you ask your employees to invest in their job day in and day out is certainly worthy of respecting.
So, take a few moments to consider whether your workplace is designed for simplicity or for complexity. Consider the impact of that design on your team.
And, if you’re really brave, share the Simpler Work Survey with your team, and take it yourself – be honest! – (just six short questions on page five of this download) to discover just how good a steward you are being of your employees’ time.
Then, you’ll know what areas of respect your company needs to focus on to help make work not just a more productive, but also more pleasant, place to spend your time.
Your website offers some really good advice in leadership. I am an employee with a strong work ethic, who has worked in entry level positions most of my life because of a medical disorder. I also have some college in computer science and some management applications. One of the most difficult things for a good employee to do is to overcome the repressive influences of a poorly managed work environment. Yet, it is generally self-sabotaging to bring up the presence of obstacles, even when you are clearly seen as a good performer. I have observed disruptive employees “working the system”, especially through the character of some managers and through the character of other employees. It is unfortunate that this type of behavior exists but, like they taught us in management class, one does well managing information and being aware of one’s own character because this is the key to successful leadership. The most common dilemma I have observed is seeing managers intimidated by portions of his or her own work force.
There seem to be only a few employees who can actually capture a vision of success for the company they work for. They do not see the empowering aspect of accountability. Conflict continues because there is no stable focus of vision in the company because of all of the drama that exists unresolved. The application of accountability in resolving conflicts is the most powerful tool that any leader has because it enables him or her to address conflict without being seduced into a situation of potential liability. If disruptive employees can get a manager alone, they will likely attempt to convince leadership that they are not the author of the disruption but when they are both there with the manager, the one most willing to accomodate in the conflict is likely the one “not being disruptive”. Not having enough specific information about the character of those in conflict makes it difficult to resolve the conflicts. Human nature being what it is, conflict with groups of people in daily contact with each other, is inevitable but must be effectively addressed. Fearing conflicts or viewing them as negative interferes with good judgment. Conflict is evidence that something needs to be changed and the question is what. Without investigating context, “the what” rarely is discovered.
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