Productivity Prescription - Part 2
Canada faces significant productivity challenges that will be a drag on our standard of living compared to the US and other G7 nations for decades to come. Disagreement persists on how to tackle this issue effectively and the latest Federal budget did little to address this. Many suggest investing in new technology, but for most small and medium-sized businesses, this isn't feasible. It is akin to adding massive modifications to a loved classic car engine. Instead, the focus for thousands of small and medium-sized businesses should be on incremental tweaks and optimizations within existing systems, empowering businesses to drive long-term productivity gains through effective management attention.
The Productivity Prescription
Fellow members of the business community, it is clear that "our part to invest" must be to invest our hearts and minds in solving the productivity crisis, one leader and one business at a time. Business leaders need to learn how to get outside of their day-to-day operations and think of their business as a system, to then identify the barriers to creating more value. By focusing on our business’ unique challenges and unique drivers, we can step up, scale up and level up Canada's economic productivity to an extent never seen before.
The Quest for Peak Performance
Embracing a shared purpose and vision transcends traditional incentive pay, fostering a sense of belonging and collective drive in the workplace. This approach cultivates employee engagement and innovation, illustrating that the heart of organizational success lies in a united, purpose-driven team.
The Futility of Manipulation in Leadership
Over morning coffee, I muse on whether my cat Rusty's antics for food and attention are a form of manipulation or an unexpected display of leadership. These contemplations about our daily interactions lead me to deeper reflections on the nature of leadership and manipulation in both personal and professional spheres.
The Silo busting VP
So, you're a Vice-President.
No doubt you have an org chart handy somewhere that neatly portrays the names and functions of all in your group. Maybe when you accepted the position, your CEO slid that chart across the table and said, "here's the team you're responsible for".