Where Is Your Focus?

People can give 100% of their energy, talent and time. No more.

Forget about all of the "We're going to give 110%" speeches, as well as the clever-but-ridiculous "do more with less." You aren't going to do more with less. You may be able to get by with less, survive with less, and even learn to enjoy "less." But you aren't going to do more. (If you are one who insists on saying such things, stop it now. You are losing credibility and respect).

The important factor in your personal or business productivity is how you allocate your energy, time, and talent. How much is being spent on internal concerns such as layoffs, office configuration, and status issues vs. customer relationships, products and services?

I don't know that there is a perfect, scientific, numerical answer. But I'm darned sure that if you switched the mix from, say, 65% external/35% internal to 75%/25%, you would see an increase in productivity. "Downsizing" or "Right-sizing" (it's only "right" for the people who are still left to utter the hideous term) doesn't do that. In fact, it causes people to focus even more attention internally. Why? Because under stress we want more of a sense of control. And, we can control internal mechanisms a lot easier than external ones.

But the revenue comes from the outside, and that's where the attention needs to be.

Where are you and your company focused?

Comments

[Karin H.]

Hi Steve

Nice article (but of course ;-))
Our focus is always on our hedgehog concept: making sure the quality products and services we supply are those who suit our clients circumstances, their interior design wishes and their budget best.

That way we feel we focus 100% outward as well as 100% inwards (outward: clients AND suppliers - inward: keeping up to date with new products, innovations and trends). And makes us flexible too.

Karin H. (Keep It Simple Sweetheart, specially in business)

Recent blog post: Effective marketing = problem - solution - benefit

[Chris - Manager's Sandbox]

Steve, I normally agree with your articles, but today, I can't say that I do. You're absolutely right about the cheesiness of "let's give 110%," but the truth is that you CAN do more with what you've got, and in some cases even more less.

Few employees are truly working at full capacity and engagement. I definitely agree that layoffs and cost cutting will do little to increase either motivation or employee engagement. But it should be possible to increase the quality or quantity of your employees work.

Or maybe I totally missed the mark here... :)

- Chris

[Steve Roesler]

Karin,

Well, I'm not so sure of the mathematical accuracy of 100% + 100% but I understand what you are doing: being very aware of, and acting upon, both factors in your business.

I imagine that this is why you are constantly growing, expanding, and showing up with new items of value, whether services or products.

Recent blog post: Where Is Your Focus?

[Steve Roesler]

Chris,

Aw heck, I'm always up for someone I respect trying to keep me honest.

1. I still can't figure out how to do more with "less."

2. However, I sure agree that existing employees can, in many cases, be more productive when it comes to quantity and quality.

If one cuts back on employees, equipment, working hours, etc. and expects to "do more," then the only scenario that works would be one in which the former employees, equipment, working hours, etc., were proven to be so inefficient that the new configuration would be, in terms of output: 100%. That's sure desirable. But to continue past that point would, mathematically, reduce productivity. And, with everyone and everything maxed out, it doesn't allow for growth.

Having said all of that, this website is a forum for learning. So if I am off base and there is a way to demonstrate otherwise, I am all for it.

Thanks, Chris. I hope this leads to further discussion.

Recent blog post: Where Is Your Focus?

[Jo]

The work done by Losada on executive teams which led to the Losada line (that we need between 3:1 to 11:1 positive to negative emotions to be successful) had two other factors that support what you say.

1. Inquiry vs Advocacy. Did the executive team ask questions more than advocate positions?

2. Other vs Self. Did the executives refer to the outside world more than the inside world of the company?

The reference is freely available on the internet: Frederickson & Losada, 2005, American Psychologist.

I agree with Chris that we can often find incredible efficiencies (and that is fun) and I agree with you because the efficiencies that matter are those that serve our customers.

Recent blog post: Essential HR in the recession

[Mile High Pixie]

Steve, I see where you and Chris are coming from. If you can find ways to be more efficient with what you have, then you should. That's like finding out that five people on a team are doodling along and doing the work of four, so you eliminate one from the team (and maybe move them to where they'll be more efficient?) and let the other four use their time more productively. Or, you find a software that takes two separate processes you used to do (with a variety of software or printing things out and fixing them by hand) and makes them into one and you save time and reduce errors with that. The problem with the phrase "do more with less" is that it's rarely applied to the situations I just described. It's often taking five 40-hour-a-week jobs and assigning them to four people, or asking someone to provide a certain range of services on a greatly-reduced budget. The concept of doing more with less is a sound one, it's just that it only seems to be implemented under awful conditions if not flat-out abused.

Recent blog post: So that my kittehs will not be revoked...

[Kent Blumberg]

I believe in Deming's philosophy, that 85 percent of problems are system problems, not people problems. Given that, chanting "do more with less" - in effect attempting to change people while ignoring the system - has a much lower probability of success than focusing on fixing the system. Rather than chant slogans, try asking, "What tools, information, resources and support do you need in order to more effectively support your customers?"

[HM @ RiseSmart]

Do you think it's true that a company is only as good as its employees? I think there's a lot to be said for worker loyalty when it comes to internal productivity and worker happiness when it comes to customer service and external corporate image. For instance, Costco treats employees light years better than the average retailer and enjoys low turnover/healthy profits.

On a personal note, I've experienced good times with a company (morale-boosting events, genuinely caring, accountable bosses, updates on corporate financial health, great teamwork) and bad times with the same company (horrible, unaccountable management, poor teamwork, errors with my accounts that weren't my fault but for which I was at fault in the customer's eyes). When that company entered the "bad times" period re: internal operations, everything else headed south as well (profits, employee morale, corporate reputation) and I bailed.

[Steve Roesler]

Jo,

Hey, thank you for the Losada Line reference. I will check it out. It sounds as if it has other implications as well.

Recent blog post: "Hey, Boss, I'm Not Sleeping I'm Learning"

[Steve Roesler]

Mile High Pixie,

OK, you pulled it together for Chris and me with your concrete examples. That is exactly the kind of thing I was trying to get at. I can't speak for Chris so maybe he'll check in again. I'm going to shoot him an email.

Doing more with less only works if "less" is adding exponentialvalue to the outcome, as you cited.

Recent blog post: "Hey, Boss, I'm Not Sleeping I'm Learning"

[Steve Roesler]

Kent,

Your comment is especially meaningful given your long history as an executive. And your single question is one that, asked, has the power to generate the kind of information that can lead to actions that work.

Thanks for weighing in. . .

Recent blog post: Which Management Talent Is Yours?

[Steve Roesler]

HM,

Consistent with Kent's comment, my experience is that any organization is only as good as the performance generated at the point where its systems and its people intersect. When the question "What tools, information, resources and support do you need in order to more effectively support your customers?" is answered and acted upon, companies stand a good chance of doing the right things--and sustaining their business.

Recent blog post: Which Management Talent Is Yours?