Good leadership is based on accountability. The Productive Leadership System is composed of Organizational Reliability, Productive Leadership and a leadership development program. Organizational Reliability creates the structure that assigns accountability across leadership levels. Senior leaders are accountable for direction (mission and objectives), guidance (policies, plans, processes, procedures and measures) and assets (the things needed to carry out guidance). Subordinates are accountable for executing current guidance with the assets they are provided.
Coming Soon! A new book by Tom Moriarty, published by Industrial Press…
The Productive Leadership System: Maximizing Organizational Reliability
Sign Up for a Productive Leadership Workshop.
Alidade MER provides a series of Productive Leadership© Workshops and the Team Effectiveness & Motivation Survey© (TEMS©) for benchmarking and trending improvements.
- Getting Traction Through Productive Leadership© – A two-day workshops for managers, supervisors and perspective managers and supervisors. It provides background on leadership; how the human brain works, converting short-term to long-term memories, habits and culture. You’ll also learn the 5 leadership roles, the 5 leadership attributes and 5 critical leadership skills. We also present the 7 sources of power, Needs Theories and the relationship between needs and motivation.
- Supporting Productive Leadership© – a half-day workshop for senior managers. It introduces the elements of Productive Leadership, and provides recommendations on how senior managers can support and assist in the development of managers and supervisors.
- Getting Traction Through the Guidance and Execution Model© – Culture is what most people do, most of the time. What people do are behaviors. If you define the behaviors you want, we can apply Productive Leadership© to execute. This workshop trains leaders on how to create the right guidance to get the right behaviors.
Productive Leadership Tool:
- Team Effectiveness and Motivation Survey© (TEMS©) – There are three parts to this survey. The first is demographics and allows linking a leader with their direct reports; this allows changes in follower performance to be measured. The second part, team effectiveness, measures how well the leader is aligned with their team members. The third part, motivation, uses Expectancy Theory to measure the relative motivation levels. A 2015 Alidade MER/Plant Services Magazine Survey provided a benchmarking tool. Initial and subsequent surveys allow organizations to baseline and measure improvements as a Productive Leadership© Development Program gets traction.
Why do you need Productive Leadership© training?
Between 80% and 90% of people in most facilities are led by line supervisors and mid-level managers. Unfortunately, as found in the 2015 Plant Services Leadership Survey:
- 26% of supervisors have never received leadership training, and 19% received leadership training only less than once in five years.
- 18% of managers have never received leadership training, and 36% received leadership training less than once in five years.
This means that approximately half of the line supervisors and mid-level managers receive insufficient leadership training, yet we expect them to effectively lead over 90% of the organization’s personnel.
In the same study, Expectancy Theory was used to measure motivation levels. The results showed:
- Senior Managers average motivation score: 160 (10.9% above the mean)
- Managers average motivation score: 145 (0.8% above the mean)
- Supervisors average motivation score: 135 (-6.2% below the mean)
- Workforce average motivation score: 140 (-2.7% below the mean)
This data shows the effect of training our manager and supervisor morale. Low morale equates to low productivity, higher turnover and grievances, and ultimately higher total costs.
Some other facts:
- Polls consistently show over 70% of workers are disengaged, or actively disengaged.
- The Department of Labor estimates that:
- The average employee turnover rate across all industries is 15%,
- Costs associated with hourly employee turnover is between 25% and 50% of annual compensation.
- Costs associated with supervisors and managers turnover is between 75% to 150% of annual compensation.
- Another consulting firm’s survey results showed
- 89% of surveyed employers believed that employees left for higher pay,
- Only 12% of surveyed employees say they left because of pay; most left to get away from a bad boss.
People want to work for supervisors, managers and other senior persons who are great leaders. Just as a tradesmen needs a complete set of hand tools, a leader needs a complete set of leadership tools.