For better performance, we don’t necessarily need to increase our efforts; we just need to direct them correctly

Have you ever found that you or your team worked yourselves almost to exhaustion and still didn’t achieve the desired efficiency? “By mapping the work cycle, we can very easily identify what we can avoid, where to cut back, and where to possibly add more effort, whether as individuals or as a team,” says Monika Nováková, HR Science Senior at TCC online.

More does not always necessarily mean better

When we think about how to achieve greater performance, better results, or higher numbers at work, the first idea that often comes to mind is simply to add more. More time spent at work or more energy dedicated to tasks. Grit your teeth and “work harder.” 

It’s certainly natural that if we push ourselves a bit more, the results will probably improve to some extent (unless other unpredictable factors complicate things). The question, however, is how long we can sustain such a pace. Specifically, how long can we function while being satisfied at work, avoiding long-term stress and burnout, and still having time for other activities besides work?

Thus, in the quest for better work results, perhaps another path presents itself. At first glance, it may not seem as action-oriented, but it is definitely revolutionary – focus on the so-called work cycle.

What is a work cycle and why map it?

A work cycle consists of several distinct phases that, ideally, every person goes through while tackling their work tasks. The exact number of these phases can vary somewhat depending on theoretical approaches, but the principle remains the same. When we are at the very beginning of a new task, we should focus on different aspects than when a project is nearly complete and only details remain. Gradually, we should go through all the phases of the work cycle.

It might sound completely trivial and automatic. However, in reality, it repeatedly shows that we tend to skip some phases entirely. Conversely, some phases seem so crucial that we end up spending even more time on them than might be necessary. As a result, we often find ourselves not as efficient as we could be, even when we’re “giving it our all.”

By mapping the work cycle, we can easily identify what we, as individuals or even as a team, should avoid, where we can reduce efforts, and where we might need to invest more. If we use a standardized method for mapping, we can gain an objective view of how we measure up against the general population. This can also be useful for self-reflection. We might not realize that we have a tendency to be perfectionists, for example, and may perceive it as a normal standard.

Source: Example chart from the output report of the Work Cycle questionnaire by TCC online

How to map the work cycle? 

You can use several approaches to map the work cycle.

First and foremost, interviews are an option, whether during recruitment processes or through standard one-on-one meetings, where we can explore various phases using behaviorally formulated questions. 

Secondly, psychodiagnostics are another option. For instance, you can use the Work Cycle method by TCC online. This method focuses on four main phases of the work process:

1. Work with the Assignment

In this phase, we should primarily focus on the assignment. Are we clear about it? Do we have all the key information from our supervisor? Do we understand their expectations? Are the success criteria clear to us? 

If we are uncertain about most of these questions, we likely tend to underestimate this part. And what could be more frustrating than realizing after several hours of hard work that we have actually been working on something slightly different?

2. Planning and Preparation

Once we know what is expected of us, the next step is to thoroughly map out resources, risks, and possibilities. In this phase, we should, for example, outline the steps and milestones, consider time capacities, and if necessary, book spaces and secure needed materials. 

This helps to minimize blind alleys we might otherwise fall into without planning, preventing chaos, a lack of systematics, and losing even more time.

3. Execution

Action. In this phase, it’s all about execution. The assignment is clear, the process is planned, and everything is prepared. During execution, we can finally see the tangible results and have the solution in front of us.

4. Control and Evaluation

At the end of our tasks or projects, there should always (or at least usually) be a phase of control and evaluation. After we have finished, it’s often necessary to assess how the finished product looks. 

Was the outlined assignment met? Were there any deficiencies during the process? Is there anything I or my team can learn from this experience? What can I do differently next time? And what worked well? 

These questions, in particular, help us develop our self-reflection and increase the likelihood that we will stick to what worked well in the future.

Team Outputs

Ideally, a person should go through all phases of the work cycle. However, there are cases where certain phases are “distributed” among multiple people within a team. Naturally, some phases will be more prominently represented by certain team members than others. Therefore, it makes sense to examine the work cycle not only from the individual perspective but also from the perspective of the entire team. By analyzing the team output, you can identify whether the team has any “blind spots.”

Do you want to regularly use the Work Cycle questionnaire in your managerial or HR practice and don’t know how to proceed? Contact us at info@tcconline.eu. We would be happy to discuss specific situations and needs with you.