|
Getting your Trinity Audio player ready...
|
Productivity involves efficiently deploying and managing time, resources, and tasks to achieve goals. In contrast, performance focuses on delivering high-quality results, meeting expectations, and achieving desired outcomes. Interestingly, these definitions suggest a causal relationship between productivity and performance. Both are crucial to an organisation’s growth, development, and success. However, performance’s direct impact on results makes it more visible and frequently rewarded, while productivity, especially enhance-able with technology, systems and structure, is often overlooked.
Leaders easily underestimate the role of people, known as quiet achievers, in driving technology for high impact. These individuals deserve recognition and rewards, just like top performers. Imagine an organisation that values both productivity and performance – there would be no limit to its achievements.
It’s easier to prioritise performance, measured by revenue or targets met, over productivity, which comprises activities without immediate bottom-line impact. This oversight can lead to the loss of highly productive employees, referred to as quiet achievers, who quietly excel through self-discipline, consistency, and a deep understanding of their assignments.
Quiet achievers often exhibit some if not all, of the following productivity traits:
Reliability: Punctuality and meeting deadlines are some elements that help build great work ethics and organisational culture.
Giving constructive feedback: This sometimes proves the depth of commitment, engagement and level of involvement of the employee fueled by genuine interest and proper understanding of their task/assignment.
Timely delivery: Even in the absence of critical deliverables, they deliver regular reports on time without reminders. They follow through with their daily tasks with little or no supervision.
Ownership: They are not only accountable but take responsibilities for their actions or inactions. They prioritise finding solutions and forward-thinking over fault-finding.
Adaptability: They are always ready and willing to adapt to necessary changes within the organisation. Often, the early adopters of organisational change help in carrying late adopters along for easy and quick buy-ins.
Consistency: They consistently ensure business continuity as customers are sure they will be there to serve at an acceptable quality service level.
Read also: Mentoring, catalyst for Nigeria’s workforce productivity, business growth — Onaivi
Although these traits may not directly impact revenue, they create an environment where performers can thrive with excellent work culture and well-defined organisational culture, which prevents it from being hijacked against written codes and known work ethics. Their contribution often sets the tone for performance by giving the performers wings to fly and an atmosphere to bloom, which all fuel their passion and sense of pride for belonging to an organisation with solid structure and values.
This raises an important question: why are quiet achievers often overlooked until they leave? This lies in certain complexities aside from the absence of the underlisted strategies. As there have been cases, especially in smaller organisations, where these quiet achievers got recognised and often rewarded but still left regardless, leaving business leaders wondering if overcompensation fuelled their poaching by competitors. Therefore, to prevent such a regrettable exit, kindly consider these highly recommended strategies regardless of your company’s size:
· Hold regular one-on-one meetings to discuss goals, aspirations, and challenges.
· Provide opportunities for growth and development, such as training, mentorship, or special projects.
· Offer constructive feedback and coaching to help employees improve and expand their skills.
· Foster an open-door policy where employees can share ideas and concerns.
· Recognise and reward outstanding performance and contributions, especially through frequent acknowledgements.
· Develop a comprehensive retention strategy that addresses compensation, growth opportunities, and employee well-being.
· Be generous with your positive feedback, words of encouragement and compliments.
Call to action:
By valuing both productivity and performance, organisations will not only unlock their full potential but also have a solid talent retention plan and avoid being caught off-guard when an employee leaves the organisation. Knowing that you can only do your best with the willingness to go back to the drawing board when your best falls short.
Are there any proven strategies I’ve missed? Please share your thoughts or strategies via email to oopaleye@gmail.com.
Olayinka Opaleye is a personal wellbeing specialist and corporate wellness strategist. You can also reach her at +2348100371304 or by visiting www.linkedin.com/in/olayinkaopaleye
