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Anyone that is driven to be successful, however you define success, is, usually, a “doer”. Whether we find that trusted person who helps make things happen or we just do it ourselves, we get things done. Making things better for a person, a people, a business, etc. are all reasons why we do what we do.
We have previously discussed the importance of assessing the health of an organization, especially as you head into a new year, which usually brings new strategic objectives from executive management. As discussed, in The Implementation Phase, it is important to organize the accumulated individual and team task assessments from the year-end performance review process to create an organizational snapshot. The organizational snapshot will tell you where you are now and where you need to go. It will form the basis for your human capital strategy alignment.
Standing on the edge of the district’s swimming pool as a timer, I am struck with the distinctive cultures and activity of the four results-driven high school teams preparing to compete. The diverse groups of athletes mill about in excitement, and complete their warm-ups as they envision themselves competently executing their strokes in the upcoming individual and team events.
Whether it is a start-up to growth company, or a long-lived, multi-national organization with tens of thousands of employees, organizations can easily lose sight of which Roles are truly ‘Strategic’ to their strategy and which Competencies are absolutely required to perform the Role successfully. Organizations are so focused on developing the ideas to differentiate themselves, they don’t have the time, or take the time, to make sure that the Roles, and their related Competencies, and the people performing within those Roles, are the right people…with the right skills…to do that job, based on the strategy and culture that management has set forth.
That time of year is here…employees and organizations are focused on assessing performance. Employees and managers are busy developing individual performance reviews and framing individual development roadmaps for next year. Companies, too, are assessing their overall financial performance and measuring their success, or lack thereof, while management is analyzing current budgets and revising forecasts to align strategic objectives for the coming year.
Generally, Executive Management has a company strategy for the organization they are managing…or at least we hope they do! However, issues arise when that company strategy needs to be disseminated throughout the organization for all to understand and drive forward.
Successful organizations today leverage two separate, yet compatible, leadership roles. These two leadership roles coexist as a working partnership and are bound together by the glue of common values, behaviors and objectives that define the organizational culture.