Employee Productivity
Employee productivity is a particular passion of Marks, because he's passionate about talent. When you develop a talent, what you actually do is you create a person who is more productive, because they literally do what they're capable of.
When a person is more productive, they're likely to be happier too. When a person is more productive, the people around them are happier as well and that includes their bosses.
Mark has loved developing productivity and when he's doing that, what he's always found is that one of the great limitations in every industry are the rules that they have. The way an industry goes about setting targets for their staff and the way they go about measuring their staff successes; the KPI's they have.
Every industry has a certain language or a certain way that they measure either time, dollars, or units; those things make sense in that business. However there may be an industry, €industry A' that has a different way that they measure things, and they could bring that into €organisation B'. If they brought that KPI or that target setting system into €organisation B' we might get a better result. But it's so entrenched at €organisation B' - the way of doing things - that the new/different €industry A' KPI is resisted, repelled.
Here's an example: When you speak to someone, face to face, and you sit on the edge of your seat, leaning forwards, right up close to the other person, that would just feel weird for the whole process, wouldn't it? It would just feel weird. However, if you sat back in your seat that feels more relaxed for you and the other person - the whole process - that is where you're meant to be, where you feel comfortable.
When you have a target, people don't realise it, but when you set someone a goal, everybody has a certain distance that they feel comfortable with the goal being. If it's a goal that is set too far away from where they are now, they feel completely disengaged. If it's too close, they feel too overwhelmed, stressed or under pressure. There's a certain point where it feels comfortable, just right.
This goes to say that if you have generic targets set for all the people in your company, you are destroying productivity and you don't even know it's happening. Mark believes this to be the case and when he says that he is saying it from an educated space. Mark has developed Olympians, he's developed world record holders, he has developed businesses into multi-million dollar operations. There are ways that this can be done that is not overwhelming, and that is not too customised so it gets too complicated.
The real point about productivity that Mark wants to make is if you want to increase productivity, become more and more flexible. Become more creative with the KPI's you use and the targets you set. Workout if they directly correlate to what you're really trying to achieve, your end goal. That's where the potency is, in those KPI's, in those targets, and how they're set.
When a person is more productive, they're likely to be happier too. When a person is more productive, the people around them are happier as well and that includes their bosses.
Mark has loved developing productivity and when he's doing that, what he's always found is that one of the great limitations in every industry are the rules that they have. The way an industry goes about setting targets for their staff and the way they go about measuring their staff successes; the KPI's they have.
Every industry has a certain language or a certain way that they measure either time, dollars, or units; those things make sense in that business. However there may be an industry, €industry A' that has a different way that they measure things, and they could bring that into €organisation B'. If they brought that KPI or that target setting system into €organisation B' we might get a better result. But it's so entrenched at €organisation B' - the way of doing things - that the new/different €industry A' KPI is resisted, repelled.
Here's an example: When you speak to someone, face to face, and you sit on the edge of your seat, leaning forwards, right up close to the other person, that would just feel weird for the whole process, wouldn't it? It would just feel weird. However, if you sat back in your seat that feels more relaxed for you and the other person - the whole process - that is where you're meant to be, where you feel comfortable.
When you have a target, people don't realise it, but when you set someone a goal, everybody has a certain distance that they feel comfortable with the goal being. If it's a goal that is set too far away from where they are now, they feel completely disengaged. If it's too close, they feel too overwhelmed, stressed or under pressure. There's a certain point where it feels comfortable, just right.
This goes to say that if you have generic targets set for all the people in your company, you are destroying productivity and you don't even know it's happening. Mark believes this to be the case and when he says that he is saying it from an educated space. Mark has developed Olympians, he's developed world record holders, he has developed businesses into multi-million dollar operations. There are ways that this can be done that is not overwhelming, and that is not too customised so it gets too complicated.
The real point about productivity that Mark wants to make is if you want to increase productivity, become more and more flexible. Become more creative with the KPI's you use and the targets you set. Workout if they directly correlate to what you're really trying to achieve, your end goal. That's where the potency is, in those KPI's, in those targets, and how they're set.
