When working as a trainer or coach within a company, it’s essential to align with the organization’s unique goals and priorities. A key question to ask is:
“What does this company prioritize—personal development of its employees, or maximizing productivity?”
At first glance, the answer might seem obvious—every organization aims for high productivity. Whether producing goods, delivering services, or managing information, productivity is a universal objective. Many strive to be the most productive within their industry.
However, prioritizing productivity as the sole or immediate goal can be a misstep. Why? Because sustainable, healthy productivity stems from people development.
The Link Between Development and Productivity
What enables individuals to produce at their best? It’s more than just skill or effort; it’s the sense of being valued and respected. People are naturally more engaged and productive when they feel their contributions matter and when they experience personal growth in their roles.
This principle is rooted in engagement. Studies, like those from the Gallup organization, reveal that engagement drives productivity. Gallup’s research highlights factors such as:
- Employees having the tools and training they need.
- Feeling recognized and valued by leadership.
- Believing their work has significance.
When organizations foster these conditions, employees become more committed. They want to contribute, grow, and be part of a successful team. This isn’t just an employee responsibility—it’s management’s job to create this environment.
The Pitfall of Outdated Leadership Styles
Unfortunately, many supervisors and managers, particularly those new to leadership, miss this critical connection. Operating under a Theory-X mindset, they emphasize control, pressure, and productivity above all else.
While such methods might have yielded results in the early 20th century, they’re ill-suited to the modern workplace. Ask yourself:
- Do you work at your best under strict demands, threats, or a lack of respect?
- Would you thrive in a setting where your value isn’t recognized?
The answer, for most, is no. High-performing teams don’t emerge from coercion; they thrive under supportive and empowering leadership.
People First, Tasks Second
To drive productivity, leaders must prioritize people. This involves treating employees with dignity and respect, believing in their potential, and creating an environment that enables them to succeed. By doing so, you cultivate a culture of high productivity.
Conversely, prioritizing numbers over people often leads to disengagement, resentment, and resistance. Instead of gaining productivity, you risk losing it.
When organizations focus solely on metrics—profits, ROI, or quarterly results—they may achieve short-term gains. However, this often comes at the expense of employee morale, innovation, and long-term success.
Building a Coaching and Self-Actualization Culture
To foster sustainable success, organizations must embrace a coaching culture that values self-actualization. This means putting people before profits and creating an environment where employees can thrive.
As a trainer or coach, your first task is often to help organizational leaders understand this principle. Your conversations with executives should clarify that:
- Engaged employees are more responsible, collaborative, and innovative.
- People development is a strategic driver for productivity.
Providing training on engagement and coaching managers to implement these principles can lead to transformative change.
The Takeaway
If you want a workforce that brings passion and dedication to their roles, the solution is clear: Invest in people. By doing so, you don’t just improve productivity—you create a workplace where everyone can excel, fostering success that benefits both individuals and the organization.
Coaching and leadership development aren’t just tools—they’re strategic imperatives for any organization aiming to thrive in the 21st century.
Curated by Danielle Tan.
Reference:
- [Certified_meta-coach] 2024 Morpheus #46 PEOPLE DEVELOPMENT OR PRODUCTIVITY? by L. Michael Hall, Ph.D. Executive Director, ISNS.
