Increasing Workplace Productivity Can Be Simple

Increasing Workplace Productivity Can Be Simple

increase profitsIncreasing workplace productivity can be a challenging task for any organization.

To encourage people to work more efficiently and become more productive, organizations need to increase their team members’ personal engagement with business results.

People must feel that they are directly linked to the results the business experiences, and this requires that the organization develop a process to achieve that goal. In combination, the people and the process propel the organization forward.

Every business has a business plan, a budget, and a Profit & Loss statement. In addition to the money they need for standard operating expenses, organizations also spend vast amounts of money on their most important, most expensive asset: their people.

Increasing workplace productivity is about linking the business plan with the people plan.  To achieve this goal, and make a plan that links the goals of the business to the people who run it, you must do the following:

  • Understand what productivity looks like. What is it that you want or need to accomplish or achieve? What you must deliver on?
  • Leverage your leadership by:

    a. Tying the efforts of your team members to the deliverables you have identified.
    b. Helping team members understand their role in delivering outcomes and how they can help others understand the same.

  • Measure contribution and effort in a way that is genuinely relevant, meaningful, and personally motivating for employees.

Increasing workplace productivity is not as difficult as some people might believe; it becomes even easier when you use CMOE’s proven process, one specifically designed for organizations facing a variety of experiences:

  • Behind budget or experiencing budget shortfalls.
  • More profitable than ever, but finding that business is down.
  • Losing market share.
  • Trying to reach last year’s numbers with fewer people.
  • Seeking to drive organizational success by creating greater individual ownership and accountability among the organization’s members.
  • In need of a framework to get them where they want or need to be.
  • Interested in increasing profitability or productivity.

Are the people you rely on each day focused on the right things for the right reasons?

“Companies should decide what processes and competencies they must excel at and specify measures for each.”

~ David P. Norton & Robert S. Kaplan

“Some people are able to understand the past and dominate the future. But in many cases, you may need leading indicators that correlate with and foretell the future. Unfortunately, some people base their predictions on past data that produced “today,” not on data that will produce “tomorrow.”

~ Ahead of the Curve: A Guide to Applied Strategic Thinking

“If the people at the top are willing to relinquish some control, departmental and functional leaders can ultimately create an organization that is nearly impossible for rivals to duplicate.”

~ Strategy is Everyone’s Job: A Guide to Strategic Leadership

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