Productive Leadership

I have pointed out for many years that the public companies emphasis on short tem quarterly returns would eventually cause growth gaps, because the short term focus does not allow organizations to invest in long term product innovation. There are examples of some companies that have done an excellent job in making long term strategic inventments. Apple and Research in Motion and two very good examples of organizations that continue to innovate while continuing to expand their market share

Dr. Knab borrowed the term “egocentric leadership” because so much of what we witness is short-sighted management aimed only at quick returns. These are the folks that suck all the profit out of the business for their own gratification; do not properly invest in their own company; and keep everyone on pins and needles to keep costs down so they can receive a 6 figure bonus

Closely-held companies are often focused on the short term because they are under-capitalized; they are often scrambling to hold off the latest attack from a large competitor; or worse yet, and often the most prevalent, holding market share when a new competitor enters who does not know their costs and are stealing market share with low-ball prices and big promises.

That certainly does not promote leadership that lasts and it does not give the employees anything in which to sink their teeth so that they are inspired and motivated. Tthere are many managers out there who believe that employees should be motivated because, “They are being paid to do a job, and they should just do it and quit the whining.”

This "command and control" leadership style is still common in the 21st century. Most of us know, or have read, that this method does not work well, but we do it anyway because that’s all we know how to do. What is needed is an understanding and implementation of “Productive Leadership.” With the advent of the information age and the “knowledge worker,” we have evolved away from maximizing physical output of our workers-- towards engaging the minds of our employees. Dr. Knab goes beyond this to tell us that in order to excel in the 21st century, great companies will need to “engage the hearts of their employees through a sense of purpose through the application of Productive Leadership". When employees believe that the work they do has a deeper purpose, their results vastly exceed those who use only are performing a task!

Productive Leadership is the process of engaging all of the organizations associates; including contract manufacturers, subcontractors, joint ventures, suppliers, service providers, and affiliates, in the goals and objectives of the organization in such a manner that these become common objectives and purposes for everyone in the business supply chain. It leverages an understanding that everyone plays a key role in the execution of the organization's objectives and seeks a partnership relationship and a responsibility for ensuring the continual improvement and efficiency of the overall supply chain. This ensures a healthy and vibrant value chain that can continue to serve the needs of all stakeholders today and into the future.

Dr. Edward F. Knabr
Productivity Constructs, Inc
1969 Fan Palm Wayr
Palm Springs, CA 92262-8859