“Do more with less,” demotivates employees. It’s code for work harder. If they’re already working hard, they think,
“The more I give the more they want. I’m giving less.”
“Do more with less,” disengages and demotivates those giving most.
Those hurt most by, “Do more with less,”
are the ones doing most.
Alternatives to, “Do more with less,” include …
- How does management hinder you? Managers and leaders don’t ask this because they don’t want to know. Perhaps, that’s central to the problem of poor performance?
- What’s important today? If the answer centers on tasks rather than mission, everyone missed the point. Mission connects people. Tasks isolate; they’re often completed alone.
- How could you be better equipped to do what’s important?
- How can we end meaningless activities that steal your time?
- Who on our team loves doing what you hate?
- How can we prevent interruptions? Research consistently shows the value of spending blocks of time focused on priority tasks. Multitasking doesn’t work.
- When someone supports you, what are they doing?
- Attention to suggestions. Say, “Let’s try that,” instead of, “We can’t.” This point follows the seven questions listed above.
- More clarity on the big picture and less instruction on how to get there.
- Daily feedback.
- Praise, honor, and recognition.
Don’t lower standards – raise support.
If you expect more from people, pour more into them.
How can leaders stop hindering performance?
What increases your performance?