Managers Letter
Productivity in the 21st Century
by Marie Valenta
A recent Harvard study on productivity in the 21st century predicted that only 10% of productivity increases will result from technological advances, while 90% will come from more effective management techniques.
In general, most managers develop their management styles based on the way they were managed in the past. However, what worked five or ten years ago no longer works in today's competitive economy. In fact, in many cases, what worked last year has already become obsolete, as evidenced by the rapid changes in the computer industry.
Michael Hammer, the founder of what we know of as reengineering, says, "America's business problem is that it is entering the 21st century with companies designed during the 19th century."
According to another recent Harvard study, information will soon become obsolete every 21 days. At such a fast rate of change, individuals and organizations must be flexible, timely and must constantly reinvent themselves in order to survive. Continuous learning on every level is critical. Organizations using the same structure, plans, policies and processes they were using five years ago will soon be out of business.
Predicting Our Future
Harvard Business School research predictions for 1997:
There will be more change in the next year than in any previous year.
There will be more competition.
There will be far greater opportunities.
Let's explore how these predictions affect how we do business.
Accelerated Change.
The extraordinary rate of change means that we must be resilient and adaptive to changing circumstances or we will be left behind by competitors. Leading futurist Dan Burrus' book and newsletter,
Techno Trends,
is a must-read for everyone responsible for guiding companies into the 21st century. His book describes how to use technological trends to your company's best advantage.
Increased Competition.
Increased competition means that we must continue striving for excellence and providing increased value to our customers. Ken Blanchard's latest book
Raving Fans
is required reading that gives you a multitude of creative and innovative ways to turn your customers into your sales force and make sure they keep coming back.
Increased Opportunities.
Opportunities are everywhere and we must train ourselves to see them. Future careers, niches, products, services and technology can't even be imagined by most people. Visionary thinking is a skill that can be developed in order to create the leading edge of future trends.
People -- Our Greatest Asset
Behavioral research has found that most people use only between 5 and 15% of their potential resources. What are people in your organization accomplishing using minimal potential? Imagine what you could accomplish through the understanding of human potential and a management philosophy of true empowerment and bringing out the best in people.
What would your corporate culture be like if you could double, triple or quadruple creativity, innovation, marketing effectiveness, productivity and profitability? Your job would be very exciting, wouldn't it? In an empowered workforce everyone has a passion for their work and looks forward to going to work every day. Successful entrepreneurs have vision and passion and love the adventure of going to work every day.
You can create that sense of passion. Companies that consistently bring out the best in their people have a competitive edge. To increase productivity in the 21st century, people will have to become effective
leaders
, not managers. Managers manage current resources. Leaders establish direction, motivate, inspire and bring about purposeful change.
Leadership Behaviors for the 21st Century
The Leadership Challenge
by Kouzes and Posner surveyed more than 2,000 managers, looking for exemplary leadership practices. They found that the most effective leaders shared a consistent pattern of leadership behavior that allowed their teams to achieve extraordinary results. These five exemplary leadership behaviors are described below:
Challenging the Process.
Leaders are pioneers -- people who seek out new opportunities and are willing to change the status quo. They innovate, experiment and explore ways to improve the organization. They treat mistakes as learning experiences. Leaders also stay prepared to meet whatever challenges may confront them.
Inspiring a Shared Vision.
Leaders look toward and beyond the horizon. They envision the future with a positive and hopeful outlook. Leaders are expressive and attract followers through their genuineness and skillful communications. They show others how mutual interests can be met through commitment to a common purpose.
Enabling Others to Act.
Leaders infuse people with spirit and develop relationships based on mutual trust. They stress collaborative goals. They actively involve others in planning, giving them discretion to make their own decisions. Leaders ensure that people feel strong and capable.
Modeling the Way.
Leaders are clear about their business values and beliefs. They keep people and projects on course by behaving consistently with these values and modeling how they expect others to act. Leaders also plan projects and break them down into achievable steps, creating opportunities for small wins. By focusing on key priorities, they make it easier for others to achieve goals.
Recognition and Acknowledgment.
By linking recognition with accomplishments, thereby visibly recognizing contributions to the common vision, leaders encourage people to persist in their efforts. Leaders express pride in their team's accomplishments and find ways to celebrate achievements. They nurture team spirit, enabling people to sustain continued efforts.
Take the following self assessment to gain some insights into your own leadership strengths and weaknesses. Evaluate yourself using this five point scale: 1 -- rarely or never; 2 -- once in a while; 3 -- sometimes; 4 -- fairly often; 5 -- very frequently or always.
The Ten Commitments of Leadership*
Score
__ 1. Search for challenging opportunities to change, grow, innovate and improve.
__ 2. Experiment, take risks and learn from mistakes.
__ 3. Envision an uplifting and ennobling future.
__ 4. Enlist others in a common vision by appealing to their values, interests, hopes and dreams.
__ 5. Foster collaboration by promoting cooperative goals and building trust.
__ 6. Strengthen others by sharing information and power and by increasing their discretion and visibility.
__ 7. Set example by behaving consistently with stated values.
__ 8. Plan small wins that promote consistent progress and build commitment.
__ 9. Recognize individual contributions to the success of every project.
__ 10. Celebrate team accomplishments regularly.
______
Total Score
*Taken from
The Leadership Challenge
by Kouzes and Posner.
Scoring system:
Under 25: There is a lot of room for improvement in your leadership skills.
26-35: You sometimes demonstrate exemplary leadership behaviors.
36-45: You frequently demonstrate exemplary leadership behaviors.
46-50: You are an outstanding leader who consistently demonstrates exemplary leadership behaviors.
Now ask yourself what you can do to become even more effective at leading people. Consider the following:
Do you keep abreast of current management techniques and are you using them effectively? Do you attend leading-edge conferences and training in your field?
How is your managerial effectiveness being measured?
Does your organization use 360° feedback instruments where you, as well as your boss, peers and direct reports, evaluate your managerial effectiveness on a wide range of skills?
Are you using situational leadership skills (different management styles based on knowledge and experience of the employee)?
Do you and your staff use active listening techniques? Do you paraphrase and summarize what the other is saying, then check for understanding, to ensure that work is done right the first time and every time?
Do you consistently bring out the best in your people, openly acknowledging and rewarding them for good work?
All of the above behaviors must be practiced daily in order to be competitive in the 21st century. Go beyond survival and thrive in this rapidly changing environment. Recognizing that people are our greatest asset is the key to corporate success.
If the 20th century was the age of manpower, the 21st century will be the age of
mind power
. Continuous learning is the only road to success in the future. It is the best investment of your time and money, to ensure productivity and profitability into the 21st century.
Marie Valenta
is president of La Costa, CA-based High Per-formance Programs, a management consulting and training firm specializing in empowering individuals, teams and organizations. She is a motivational speaker, adjunct professor, nationally syndicated columnist and author of
The Power of Vision: A Guide for Executives and Entrepreneurs.
The
Managers Letter
is published throughout the year by Olsten Corporation. For editorial inquiries, write Olsten Corporation, Marketing Communications Department, 175 Broad Hollow Road, Melville, NY 11747.
Material from the
Managers Letter
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Managers Letter,
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