Fake “Work” Stealing Profits, Productivity and Morale?

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ERE Webinar from 1/12/11 presented by Dr. Brent D. Peterson and Gaylan W. Nielson

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Fake “Work” Stealing Profits, Productivity and Morale?

  1. 1. ” Fake ”Work” is Stealing Profits, Productivity, and Morale. Life-Saving Strategies that Translate into Daily Work that gets Results. Brent D. Peterson Gaylan W. Nielson The Work Itself Group
  2. 2. The Outcome of 25 Years of Research In Organizations Worldwide Doing too much Fake Work. Working all over the World with Fortune 500 down to very small companies, government, non- profits… “Named the Beast”
  3. 3. Getting Results in the Real World •  We are making life-altering changes in organizations by helping them identify Fake Work and do more Real Work. •  These aren’t simple problems, but they have simple solutions: getting organizations to clarify strategy, align teams, and ensure that every employee is doing Real Work every day.
  4. 4. TODAY •  Help you better understand the depth and breadth of Fake Work and it’s ominous consequences. •  Discuss some paths to Real Work and driving results that make a difference for you, your team, and your organization.
  5. 5. On a Cold Day In Scandinavia The Iceman Video
  6. 6. The Iceman’s Work •  Was the Iceman working hard? •  Did he have clear intent? •  Did he get results? •  Was he focused on the right thing? Hard Work Is Not the Same As Real Work!
  7. 7. FAKE WORK The work employees do that is not aligned with their company’s strategies and goals. It looks like work—it feels like real work—but it doesn’t accomplish company strategies.
  8. 8. REAL WORK What employees do when they are really executing, when they are completing work tasks that contribute to their company’s strategies and goals.
  9. 9. The Problem Let’s better understand the depth and breadth of Fake Work and it’s ominous consequences.
  10. 10. Fake Work Is Bigger & More Ominous Than Most Think Fake Work is a very troublesome distraction because it is embedded in: • Systems • Structures • Processes • Projects • Cultures We get caught up doing hard work that is often Fake Work!
  11. 11. The Work Itself Group Research Understand what you are dealing with before you attack!
  12. 12. 1. What % of employees . . . . would say they do not know their organization’s strategies and goals?
  13. 13. 73% Say they do not know their organization’s strategies and goals.
  14. 14. 2. What % of employees . . . . do not know what to do to support their organization’s strategies and goals?
  15. 15. 70% Say they do not know what to do to support their organization’s strategies and goals.
  16. 16. 3. What % of employees . . . . do not feel a strong commitment to their organization’s strategies and goals?
  17. 17. 81% Say they do not feel a strong level of commitment to their organization’s strategy and goals.
  18. 18. 4. What % of employees . . . . are not satisfied with the results of their work at the end of most weeks?
  19. 19. 87%
  20. 20. 5. What % of employees . . . . are recognized and rewarded for the things they do to support their organization’s strategies?
  21. 21. 67% Say they do not get recognized and rewarded for doing things that support their organization’s goals.
  22. 22. 6. What % of employees . . . . indicate they worked harder this year than last year?
  23. 23. 92% Say they worked harder this year than last year.
  24. 24. 7. What % of WORK . . . . is FAKE WORK?
  25. 25. 50% is FAKE WORK Our research indicates that across all the organizations we have studied, half the work that people do is not related to their organization’s strategies.
  26. 26. REAL WORK SAVINGS The Cost of FAKE WORK.  Average Savings per year Salary per employee (Per Employee) $38,000 $3,800 $48,000 $4,800 $58,000 $5,800 With a 10% reduc;on of Fake  Work and a 10% increase in Real  Work, imagine how much money  your organiza;on could save for  each employee? 
  27. 27. REAL WORK SAVINGS The Cost of FAKE WORK.  Average Savings per year Savings per year Savings per year per 100 per 1,000 per 5,000 Salary employees employees employees $38,000 $380,000 $3,800,000 $19,000,000 $48,000 $480,000 $4,800,000 $24,000,000 $58,000 $580,000 $5,800,000 $29,000,000 Keep in mind that these numbers  represent salary savings alone:  not  lost opportunity, product loss,  turnover, etc. 
  28. 28. Paths to Real Work Getting on the Path to Real Work: 1.  Decrease exposure and risk by linking to strategy. 2.  Increase your personal leadership skills for improved focus that leads to better results. 3.  Increase cooperation and communication. 4.  Learn new ways to contribute to your team and to overall results.
  29. 29. 1. Know Your Job & Your Value Decrease exposure and risk by linking to strategy. --As an Organization --As Leaders --As Teams --As Individuals
  30. 30. THE REAL WORK PROCESS When employees align their daily work with their company’s strategies and goals, real work and execution occur.
  31. 31. 2. Leadership Increase your personal leadership skills for improved focus that leads to better results. –  A.C.T. like a leader –  Start the process of Real Work strategically and then make it an evergreen process.
  32. 32. THE A.C.T. MODEL  Fake Work starts at strategy development  and spirals down through a chain of  events, such as:   – Ar;cula;on  – Communica;on  – Transla;on
  33. 33. Ar;cula;on:    Is the strategy:  • Clear    • Readable  • Understandable
  34. 34. Communication: •  Is the strategy communicated properly? •  Is the strategy understood by all employees?
  35. 35. Nobody is Hearing Me The Message heard by, well, by Nobody.
  36. 36. Transla;on  Do managers &  workers at all levels  of the organiza;on  translate strategy  into daily work? 
  37. 37. 3. Alignment Thru The Team Increase cooperation and communication. •  Talk strategy. •  Translate strategy into work. •  Have ongoing strategic conversations. •  Set priorities as a team. •  Talk, discuss, and help each other have a collective focus. •  Help each other succeed.
  38. 38. ALIGNMENT •  Alignment is ensuring that all team members  are working toward the same goals—aligned  for execu;on.  •   So, who can do the alignment?    •   Is this the managers’ job?  •   Is that the value of performance     management?  39
  39. 39. ALIGNMENT  Unlike a car, you can’t align people.  Alignment is a process requiring individuals  to re‐posi;on themselves in coopera;on  with every other team member.    That’s what we mean by “empowerment.”   40
  40. 40. 4. Contribute Real Work Learn new ways to contribute to your team and to overall results. –  Short-term focus on long-term goals. –  Narrow and prioritize. –  Work through the lens of the team.
  41. 41. EXECUTION Execu;on    •  Do you see it at work? Can you measure it?   •  Are you holding each other accountable?  •  Are you talking, adjus;ng, and re‐aligning?  •  Are team members helping each other  succeed?  •  Are you running it back up to the top? 
  42. 42. Execution is Exposing Reality “Execution is a systematic way of exposing reality and acting on it. Most companies don’t face reality very well . . . that’s the basic reason they can’t execute.” Ram Charan, Execution
  43. 43. Barriers to Execution •  No compelling vision of change •  Vague goals and strategy or too many goals •  React to crisis rather than focus on the priorities •  No system for tracking goal and project implementation •  Unclear roles for employees / Lack of accountability •  Poor collaboration between departments •  Individuals fail to take responsibility •  Don’t ‘Confront Reality’ - discourages openness »  - Wharton School of Business, McKinsey Quarterly
  44. 44. The Work Itself Group, LLC For more information regarding this presentation or the book FAKE “WORK” visit us at: www.fakework.com Gaylan W. Nielson – gaylan@fakework.com 801 652-6198 Brent D. Peterson – brent@fakework.com 801 362-5643

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