Organisation Beliefs - Long Hours Mean Better Productivity And Being Busy Is The Same As Being Productive

Limiting beliefs are just as much an issue for organizations and departments as they are for individuals. Any belief which limits potential should be challenged.
In this article I'd like to consider the belief which is held by so many organizations that working longer hours means those who work are being more productive and that being busy is the same as being productive.
Beliefs underpin organizational culture. Long hours are often held up to be the ideal. Bosses model this behaviour and young recruits assume that to be seen as leadership potential they must arrive before the boss and only leave once the boss has packed up and gone home. The hours worked are boasted of and become a badge of honour.
Of course there are times when a specific project deadline must be met and everyone needs to pull out all of the stops. It is the systemic belief that long necessarily means productive which I am challenging.
When the culture of long hours is matched with the belief that being busy is the same as being productive the problem is compounded.
You may be wondering what the difference is between busy and productive. I am offering my description of the difference. What sort of department or organization do you work for?
Lots of people are incredibly busy. They rush from meeting to meeting many of which have little relevance to those who attend. People make endless lists of things which still need to be done; they drown under paperwork which has been generated by the organization and as a result are stressed and far less productive than they might be. People are constantly solving problems. Decisions are likely to be overturned because they are being made on the hoof. Staff are into fire fighting mode, have no time to think and plan strategically so miss the opportunity to anticipate and prevent problems in the first place. They may enjoy the buzz in the short term but in the longer term people are likely to become stressed or burnt out.
Being productive for me is having a really focused approach to what is needed. Strategic planning is central to being productive. Such planning enables everyone to be clear about the end result, what is needed to achieve it and the milestones on the way. Everyone is encouraged to see themselves as part of the team. The team is well trained and have all learned to plan and anticipate. Effective delegation takes place with the necessary levels of authority and everyone is held accountable for their part. The best use is made of time, there is an organizational strategy for making sure this is so. Success is celebrated and everyone learns from previous experience. Decisions are made in a timely way leading to a planned. People work hard but are encouraged to have a life outside and to recharge their batteries. Working hard and playing hard is the norm.

Done well - delegation can free managers to lead and think strategically with a positive impact on productivity and efficiency. It offers a wonderful opportunity for professional growth and the best use of time and resources.
Many managers talk about delegating to their staff but in reality delegation can often have very mixed results.
Managers approach delegation in a wide range of different ways.
There is the:
“Its quicker to do it yourself - at least you know its done properly” style of management
The dump the whole thing and blame them when it goes wrong - I delegated it to you! version
I'm going to delegate but I don't quite trust you so I'll constantly check what you are doing alternative
I've delegated to you but I can't quite let go, so I keep interfering form of delegation
I've dumped it on you with no clear view of what is required, no success criteria, no time scales, foggy budget and often changing goal posts sort of delegation
Delegation to someone with inadequate skill base and no training - ( Delegated to someone with time to spare rather than the right skill set)
Delegation without any autonomy or authority so every decision requires someone higher up the chain to sign everything off
And so many more. Is it any wonder why managers have little time for strategic thinking and management and why time is wasted, stress levels grow higher and staff feel demoralized and de-motivated in some organizations.

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