Productivity is inversely proportional
to stress. If a person is at ease with himself/ herself and happy, he/ she can
think clearly and act quickly. In effect the productivity increases. I have
realised that the best way to keep a person relaxed at work is to have a happy
and peaceful environment. But the nature of many, to be precise most jobs is
such that maintaining a peaceful environment becomes tough.
On top of this, if there is constant
bickering and dissatisfaction in the team, it leads to an even more vitiated
work place. Again, dissatisfaction and bickering are the chicken and egg cycle,
one leading to the other.
One of the main reasons for
dissatisfaction at job, that I have come across, is the perception that the
other person is not doing his/ her job and I am being made to do that. Every
organisation is designed in such a manner that there is a job specified for
each person. If the leader can spell out the policy unambiguously and demonstrate
clearly with his actions that he is impartial and would ensure that every one
does his job, I have experienced that the team remains happy and united. In
such a scenario, the team members would happily accept additional
responsibility knowing well that when he/ she is in need, the rest of the team
will contribute. This is one exception where I think, rebuke should also come
publicly, to demonstrate that not cooperating with the team is not appreciated.
I was the Chief Engineer of a submarine.
I inherited a very hard working and sincere team of two officers and twenty
four enlisted men. the work environment on a conventional submarine is, by its
nature, a bit more stressful than other jobs. In addition to seeing the same
unshaven faces twenty four hours a day, lack of sunlight and clean air one has
to deal with extremely cramped spaces, heat and in case of engineers deafening
noise of diesel engines running in a closed pipe.
The day I took over, I announced a very
explicit policy – no one is irreplaceable, and everybody will go on leave as
planned. Domestic emergencies would be handled separately.
As the space onboard is less, the
submarine squadron has additional people posted as leave relief for the
submarine crew. But then squadron has its own limitations when there is a
general shortage of men. As a result, there was a perception amongst the
enlisted men that squadron would not provide leave relief (somebody will not do his job) and I will not get leave when
required (I am being made to do extra
work).
My crew proceeded on leave as planned
without exception.
I made it a point that I would be
standing in the Squadron Engineer Officer’s office before every sailing seeking
the leave relief for my men. The standard interaction with the Squadron EO was,
“ Why are you here again?” … “ Sir, I am
sailing and I need three guys.” … “ What about your guys?” … “They are on leave
as per planned leave forecast.” … “Why did you send them?” … “Sir you hold my
leave relief, I want them.”
95% of the time I got leave relief for
my men. 5% of the time the remaining crew did longer watches happily so that
one of them could be on leave. I had a very happy crew, with no bickering and
very high productivity just because they knew that they will get their due as
their leader would ensure everyone does his job.
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