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Why do you need Productive Leadership training?

 “Tom is right there in the trenches with you. He isn’t someone that is just talking the talk but has walked it as well.”
-Jimmy Crook, Training & Development Manger,
The Wonderful Company.

Take the Productive Leadership Overview Course

Low motivation equates to lower productivity, higher absenteeism, higher turnover and higher grievances, and ultimately higher total costs.

Between 80% and 90% of people in labor intensive facilities are led by line supervisors and mid-level managers. Unfortunately, as found in the 2015 Plant Services Leadership Survey:

  • 46% of supervisors have never received leadership training, or received leadership training only less than once in five years.
  • 54% of managers have never received leadership training, or 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 80% to 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)
  • Polls consistently show >70% of workers are disengaged, or actively disengaged. The Department of Labor estimates average 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.
  • 89% of surveyed employers believed that employees left primarily for higher pay,
  • Only 12% of surveyed employees say they left primarily because of pay; most left to get away from a bad boss.


The Productive Leadership System™ is based on accountability. Organizations need accountable leaders that are able to move the organization towards accomplishment of its mission, vision, values and objectives. Accountability is assigned across each level in the organizational structure for specific activities. The Organizational Reliability Model is used to assign these accountabilities. Productive Leadership is at the individual leader level. Each leader must have the desire to be accountable. They must also know and apply leadership roles, attributes, skills, through their sources of power, to influence others to achieve goals. Productive Leadership workshops provide this comprehensive background, knowledge and abilities for ordinary leaders to become productive leaders.


  • 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.
  • 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 bench marking tool.  Initial and subsequent surveys allow organizations to baseline and measure improvements as a Productive Leadership Development Program gets traction.