e-Tips
5 Interpersonal Hindrances to Productivity
There is no lack of information and advice about how we can be more productive: tips, techniques, software, books, e-books, seminars, webinars…
But, the obstacles can be formidable, including the actual willingness and commitment to change your habits and processes.
Mostly what I see and hear discussed are the more technical and logistical aspects. Yet in a company or other enterprise context, the interpersonal obstacles are the greatest. Here are among the top 5 obstacles. They are relevant across all generations, levels of organization and aspects of diversity.
- Not understanding the overall vision and purpose of what is being asked of the individual or team. Purpose motivates productivity and is what all generations say they are seeking.
- Leadership perceived to be out for themselves as evidenced by the decisions they make.
- Factions: For example: long-tenured personal vs. people new to the organization; diversity issues of many kinds that have not been resolved, causing resistance.
- Perceptions that some people are receiving preferential treatment.
- Personality and work style differences that are not talked out civilly and respectfully to find complementary approaches.
Some of these are out of an individual’s control, either a matter of organizational culture or the interpersonal dynamics among two or more people. Nonetheless, there are actions you can take and behaviors you can change.
As a first step, especially for a leader or manager:
- Assess how your own behavior is being perceived. Awareness is key.
- What information do you not have that you need to be more productive?
- What can you ask or initiate?
- What can you change that will benefit the enterprise?
Which of the obstacles have you experienced or witnessed? If you know your or your team’s productivity is suffering from the interpersonal factors mentioned, what actions can you take to seek a solution? I encourage you to share the issues with me in a free confidential conversation to decide on first steps.
Phyllis
© Phyllis Weiss Haserot, 2016
* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were growing up. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:
Learn about our *Generational Wisdom for Mentors and Mentees* programs as well as multi-generational team facilitation. Call 212-593-1549 or e-mail pwhaserot@pdcounsel.com.
For coaching, training and special programs on inter-generational challenges for and among 4 generations in the workplace and maximizing the potential of young professionals, call or email Phyllis for an exploratory talk or complimentary coaching session at 212-593-1549 or pwhaserot@pdcounsel.com
Phyllis is available to speak at your organization or at firm retreats on inter-generational relations and organizational effectiveness topics. Call or e-mail for a list of topics or to custom-tailor your own.