Boredom Can Be Fatal
We don't typically think of managers having to wear an anti-boredom hat.
But, boredom can have a draining effect on productivity.
With the help of historical examples, questions, and research, managers should be able to turn around the damaging effects of tedium.
If you're willing to do so, read on.
YOU HAVE A RESPONSIBILITY TO KEEP THE WORKPLACE LIVELY Boredom can be fatal.
Consider George Eastman who, having brought his company (Kodak) exactly where he wanted it, subsequently committed suicide.
The note found beside his body simply read, "My work is done.
" The actor George Sanders left a similar note.
Part of your responsibility as a leader is to keep boredom from darkening the workplace door.
If you're not creative enough to find ways to prevent routine from becoming a burden, turn to the most creative person you know and ask for assistance.
Plus, there's always knowledge to be acquired in books and online.
PRODUCTIVITY AND SHORT-TERM GOALS: WHAT THE RESEARCH SHOWS Mortimer R.
Feinberg, writing in "Effective Psychology for Managers," tells of a factory experiment with two groups of unskilled laborers.
With the first, he gave a goal and said he expected it to be reached in 12 weeks.
For the second group, incrementally-increased goals were set on a weekly basis.
The short-term goals, that were elevated slightly each week, led to much greater productivity.
Re-think the way you make goals known.
What can you convert to incremental stages? PETER DRUCKER'S DEFINITION OF LEADERS "Leaders know how to ask questions," Peter Drucker insists, "the right questions.
" Add more right questions to the following list and then take actions based on the answers you derive.
oDo I know if my staff is bored? oIf stress is the problem, is it temporary or ingrained in the culture? oHow do the perpetually-motivated maintain their enthusiasm? oHow would I rate my own degree of commitment? oHow does a person know when it's time to get out? Do I have any employees that fall in this category?
But, boredom can have a draining effect on productivity.
With the help of historical examples, questions, and research, managers should be able to turn around the damaging effects of tedium.
If you're willing to do so, read on.
YOU HAVE A RESPONSIBILITY TO KEEP THE WORKPLACE LIVELY Boredom can be fatal.
Consider George Eastman who, having brought his company (Kodak) exactly where he wanted it, subsequently committed suicide.
The note found beside his body simply read, "My work is done.
" The actor George Sanders left a similar note.
Part of your responsibility as a leader is to keep boredom from darkening the workplace door.
If you're not creative enough to find ways to prevent routine from becoming a burden, turn to the most creative person you know and ask for assistance.
Plus, there's always knowledge to be acquired in books and online.
PRODUCTIVITY AND SHORT-TERM GOALS: WHAT THE RESEARCH SHOWS Mortimer R.
Feinberg, writing in "Effective Psychology for Managers," tells of a factory experiment with two groups of unskilled laborers.
With the first, he gave a goal and said he expected it to be reached in 12 weeks.
For the second group, incrementally-increased goals were set on a weekly basis.
The short-term goals, that were elevated slightly each week, led to much greater productivity.
Re-think the way you make goals known.
What can you convert to incremental stages? PETER DRUCKER'S DEFINITION OF LEADERS "Leaders know how to ask questions," Peter Drucker insists, "the right questions.
" Add more right questions to the following list and then take actions based on the answers you derive.
oDo I know if my staff is bored? oIf stress is the problem, is it temporary or ingrained in the culture? oHow do the perpetually-motivated maintain their enthusiasm? oHow would I rate my own degree of commitment? oHow does a person know when it's time to get out? Do I have any employees that fall in this category?
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