#1: Limited time built into job for improvement – Provide little time for projects
Many people don’t have time built into their jobs for projects. People often expect certain levels of performance to be reached, even though the existing processes are not capable of performing consistently at those levels.
Time is the fuel for high performance because it is required to improve process capability. There is a direct correlation between available project time in your jobs and your improvement rate. Where does this time come from?
For starters, consider using process improvement tools to minimize the substantial waste that exists in your meeting and e-mail / text processes. In most organizations, no one measures these processes, even though they often require 50% of a leader’s time each day.
What do you do to reduce meeting defects and optimize meeting cycle time? What actions do you take to reduce non-value added e-mails and texts?
LEARN MORE: How to Measure and Improve Your Job Design Work System
#2: Poor alignment in leader actions and behaviors – Allow leaders to behave badly
In many companies, leaders behave as they wish, at least up to a point. For example, most leaders don’t communicate enough with their people. When they do, that communication is often negative.
Worse yet, they may act in ways that are inconsistent with the mission, vision, and values of the organization. Many leaders are not very good coaches, and their positive recognition and rule enforcement skills are often weak, if not non-existent.
How do we improve leadership behaviors on the job? For starters, consider using a portion of your annual climate survey to gauge leadership behavior consistency.
FedEx has done this for over twenty years via their Survey-Feedback-Action process. Most Malcolm Baldrige Performance Excellence award recipients doing something similar. The Gallup Q12 engagement survey mirrors the eleven statements in this index as well.
DISCOVER MORE: Measuring Leadership Behavior Effectiveness