Do We Want Our Staff To Work Hard? Invest In The Law Of Production

In Mihaly Csikzsentmihalyi’s book, ‘Flow’, he discusses a key concept relevant to productivity and execution in the workplace: ‘Preoccupation with self consumes psychic energy because in everyday life we often feel threatened. Whenever we are threatened we need to bring the image of ourselves back into awareness, so we can find out whether or not the threat is serious, and how we should meet it

 To put this quote into the context of how to increase staff execution is simple:

When employees are starved of recognition, don’t feel valued, work in environments of low empathy and compassion and are consistently antagonised, slowly over time this builds a culture of procrastination and low productivity.

Why would you expect your staff to go for a ‘run’ if they were in the middle of a ‘famine’?!

 A study of 90 thousand employees carried out in eighteen different countries in 2007 found that the single highest driver of employee’s engagement was whether their managers were perceived to be sincerely interested in their wellbeing.


Instead of investing energy into great results and moving towards meaningful goals, energy is expended solving problems to do with trust and communication, and more often than not employees are arriving to work each day hoping to just get through another day.


The law of production is this: like we have to continually refuel the car if we want to travel anywhere in it, we must consistently support and value our employees production capability by regularly investing into their needs and sense of wellbeing; ensuring an output of creativity, commitment, productivity and cohesiveness, which is the essence of high performance.





MODEL EXPLANATION: Invest to the right, Discard to the left.


Trust and transparency is the highest form of motivation, and for good reason, it’s the life force that keeps a team congruent. When people feel safe, they work hard for you. The greatest managers and leaders with high performing, happy and energized workplaces today are transformational, a term coined by James Macgregor Burns in 1970. Transformational leaders recognize that their responsibility is to be the thermostat of the environment and raise the temperature so that people can flourish.


A high trust culture is, at its core, attending to the needs of staff and individuals and giving them every possible advantage to achieve their goals, see purpose in their roles and carry out their responsibilities with competence.


To enhance performance in the workplace and influence staff behaviour, productivity and engagement we must drive emotions in the right direction.

 A team is not a group of people that work together. A team is a group of people that trust each other

- Simon Sinek

About Ben:

WHAT DOES HE DO: Ben is a much sort after performance consultant, known for his skill in leadership development, DISC Advanced® profiling and debriefing, team leadership, as well as executive coaching & training.

HOW DOES HE DO IT: He works with leaders, human resource and mid level management to establish a thriving workplace environment so that they have greater influence with employee and team behaviour, that increases productivity, team cohesion and organisational bottom line.

 WHY DOES HE DO IT: To create happier, healthier, more energised workplaces and individuals.

To contact him go to his linked in page @

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