Consultant Eric Garton, writing for the Harvard Business Review, posits that various time killing practices imposed from on high undermine employee morale and productivity:
Unproductive routines, corporate bureaucracy, and “administrivia” kill ambition and sap energy for far too many employees. That’s demoralizing for employees, and a waste for companies, which badly need the full energy and commitment of all their workers.
These “practices, procedures, and structures” include “too much process, too many meetings, meaningless goals, and time wasted on work that no one will ever care about.”
Garton may be writing with mostly the corporate sector in mind, but I can readily attest that these same energy-sapping practices are rife in certain academic institutions as well. They appear in the forms of excessive committees, task forces, working groups, and — worst of all — strategic planning initiatives, replete with seemingly endless meetings and online surveys about this and that. Colleges and universities that lard up on administrators and consultants are the worst of all when it comes to this.
In looking for solutions, Garton offers what he calls his “3 R’s”:
- refocus on strategic priorities
- reset the budgets
- redesign the operating model
Hmm, I have to say that the “3 R’s” sound a lot like consultant jargon replacing corporate jargon. Instead, I’d suggest creating workplace cultures in which people are valued, empowered, and treated with fairness and dignity. If you start with that and go from there, then you’re on your way toward building an organization with high morale and productivity. Plug that agenda into your “strategic priorities,” budgets, and “operating model” if you must (and I hope you don’t), but keep your focus on what truly fosters healthy and productive workplaces.