{"id":761,"date":"2018-04-24T23:00:19","date_gmt":"2018-04-24T23:00:19","guid":{"rendered":"http:\/\/www.realworldconsulting.kiwi\/rwc\/?p=761"},"modified":"2018-05-30T08:57:00","modified_gmt":"2018-05-30T08:57:00","slug":"unfortunately-where-theres-no-will-theres-no-way","status":"publish","type":"post","link":"https:\/\/www.realworldconsulting.kiwi\/rwc\/rwc-blog\/unfortunately-where-theres-no-will-theres-no-way\/","title":{"rendered":"Unfortunately Where There’s No Will , There’s No Way"},"content":{"rendered":"

Currently I am managing the production work activities of a largish team of people in the horticulture industry. It has been an eye-opening experience to say the least.<\/span><\/p>\n

What is increasingly concerning me is the waning work ethic many people are displaying. In other industries, in the past, I used to be concerned about franchisees resisting the adoption of new tools\/ resources\/ practices that were designed to give them comparative advantages in their highly competitive market space.<\/span><\/p>\n

Now I’m concerned simply about many people’s tendency to “choose” when they want to show-up for work or not. It seems that not even monetary incentive is sufficient to entice these people to commit to consistently attend work. I heard recently that one orchard operation has introduced a monetary incentive over and above the applicable wage rate, to essentially “bribe” employees to turn-up for work each day. This “reward for attendance” is paid at the end of the harvest season, and only where the given employee has consistently attended work throughout the season.<\/span><\/p>\n

I have come to believe that generally the will to work and apply oneself to the task at hand thoroughly is waning. Leaders cannot encourage the participation\/ involvement of those who they are responsible for leading if the stakeholders they are to lead have little\/ no will to do as per what the leader guides.<\/span><\/p>\n

Implications ? Directors of organisations need to think long and hard about the nature of the performance objectives that they set for most importantly senior managers (CEO’s\/ GM’s), for if an objective is set along the lines of (for example) “Introduce measures that will increase the revenue achievement of the organisation by 5 % during the ensuing Financial Year”, such objectives may prove to be unrealistic and unobtainable for the CEO\/ GM, simply due to the fact that the stakeholders who they are leading are largely resistant to change and\/ or adopting new practices\/ tools\/ resources; and\/ or they have low levels of will to be led irrespective of the merits of the practices\/ tools\/ resources\/ education being made available to them to enhance their performance\/ achievement.<\/span><\/p>\n

Interesting times lie ahead that’s for sure. Increasingly I am understanding the change of orientation of a growing number of employers away from human based labour inputs to instead rely more on robotics and other AI.\u00a0Sad to see – yes, yet understandable nonetheless.<\/span><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Currently I am managing the production work activities of a largish team of people in the horticulture industry. It has been an eye-opening experience to say the least. What is increasingly concerning me is the waning work ethic many people are displaying. In other industries, in the past, I used to be concerned about franchisees resisting the adoption of new tools\/ resources\/ practices that were designed to give them comparative advantages in their highly competitive market space. Now I’m concerned…<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[3],"tags":[],"_links":{"self":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/761"}],"collection":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/comments?post=761"}],"version-history":[{"count":2,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/761\/revisions"}],"predecessor-version":[{"id":803,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/761\/revisions\/803"}],"wp:attachment":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/media?parent=761"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/categories?post=761"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/tags?post=761"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}