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3 Ways To Replace Busy With Effective

Filed under: Communication Skills — admin @ 9:33 am June 22, 2012

he bottom line is the demand that managers tend to put on their people create a flurry of activity, yet little additional productivity. When in the end, being really busy in itself doesn’t pay bills, doesn’t foster innovation, and won’t strengthen culture. In fact, too much busyness may in fact yield the opposite. So with this in mind, try replacing busy with the following three things to yield greater results.

  1. Trade Clocks for Results: Time is finite, in fact it is one of the few things we can’t make more of. Talk to most employees about their vacation and they will tell you how important “Their” time is. Well, many employees would be inspired by the opportunity to create a little flex time. So perhaps instead of punching a clock, start focusing on what needs to be done each day, week, month, before someone has reached their targets. Once those targets are reached allow them to earn some personal time in exchange for their efficiency. This way everyone wins; the company is executing its objectives and the employee is getting something precious in return.
  2. Reward efficiency: Beyond just time, efficiency can be rewarded in many ways. When targets, objectives, and revenues are realized companies know they are making money. While sharing the wealth may be outlandish, most business owners would share a piece of a bigger pie all day long. Highly efficient employees tend to drive dollars to the bottom line, make sure they see that their contribution matters. Telling them will get you some bonus points, showing them will get you some bonus hours.
  3. Live The Message: This one is a life theme, it applies here and in so many other places. So ask yourself often, What does your team see when they see you? If they don’t see you living the message then you can bet they won’t be as likely to either. This means that you need to be on time (as much as possible), show respect and value for other peoples time (regardless of whether they are subordinates), consistently discuss the importance of goals, what they are, and where you and your team are in respect to meeting them.
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