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Winning the War for Talent by Creating a High Functioning Culture
Unprecedented change and challenges are facing organizations across all industries. “Red Cape-Heroic” leadership can be necessary in managing a crisis, but it cannot become the perpetuating force driving the organization. Many organizations have people coming back to work after being virtual or hybrid for two years. Now is the time to “LEAN INTO” the non-negotiable systems and processes required to move from a position of Defense to Offense both organizationally and from a leadership execution standpoint.
- Reigniting your teams that are hybrid, virtual or in-person with non-negotiable systems for engagement
- Build performance metrics that drive business focus, urgency, and accountability
- Create an accountable and engaged culture that is measurable and demonstrative
- Learn the four non-negotiable processes for a robust Manufacturing Management System
- Create a communication cadence that informs at all levels and tiers
- Discover a Digital Management System that moves your data from visualization to utilization
“Culture of accountability” is a term I hear several times each month. Leaders talk about wanting to have a culture where accountability is embedded in the business. Some organizations have it and I consider them world class. The flip side is that many organizations want accountability to be a part of the culture but lack the processes or systems to make it a reality.
To transform the company and make accountability a part of the culture, organizations need to make it transparent, personal and real.
A process needs to exist to bring visibility to accountability.
An action register is a tool that just does just that. It provides a way to track critical assignments and tasks that people have been assigned or volunteered. Documenting the task or activity is only the first step, next an owner of the action needs to be assigned, a target date for completing needs to be agreed to as well. Once we start doing this, we can remove ignorance as an excuse. The narrative of “no one told me” or “I didn’t know” will go away.
Too many times leaders assign a task to an employee and it does not get completed because the employee believes there will be no follow up so why follow thru on the request.
Download a sample action register here
Seth Davies, VP of Competitive Solutions Inc
To enhance and encourage a culture of engagement, try implementing the following 5 tips at your next meeting:
- If you are the team’s formal leader and facilitating the meeting, stop! Changing the facilitator role from the team leader to another team member can create a different dynamic for team effectiveness and participation without limiting the role and authority a leader has to drive business results and engagement.
- Rotate and distribute other meeting roles to encourage more participation and engagement in the meeting process by all meeting participants.
- Require preparation for the meeting to include pre-written or typed speaking points and adherence to utilizing pre-read material when necessary for timely discussion.
- Establish the expectation that meeting participants will speak for themselves to include status of actions, performance against metrics, etc.
- Be mindful of and work to overcome tacit group dynamics imbedded in the work climate, such as employee longevity, titles, physical choice of meeting seats, etc. which may impact participation/engagement in a meeting setting.
For more information on how to improve employee engagement and make your meetings more productive, visit our Meeting Misery page.
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How would your employees answer this question: Is your team winning or losing?
In many companies, employees have very little, if any knowledge, about the basics of business performance in their area, division or overall company. What this leads to is employees not being able to understand if the business unit is winning or losing or how they contribute to the overall success of the organization.
Part of the reason for this disconnect is many organizations focus solely on financial performance to measure success. This is only part of the picture!
Business Metrics or Key Performance Indicators (KPI’s) are designed to give organizations the ability to make the critical and timely decisions needed to advance the business forward.
To accomplish this, not only should a robust metric system align with the strategic pillars of the organization (i.e. Safety, Cost, Productivity, People, etc.…), but also link with a structured accountability and communication process. These processes are integrated to give an organization the opportunity to not only monitor how the business is performing, but allows the leaders to take control and drive results. By linking to strategic objectives, a business scorecard system tactically deploys strategic initiatives throughout the organization.
If you are looking for scorecard examples to help you get on the right track to success, we have free examples available.
Visit our Scorecard Examples page and choose examples relative to your industry.
HR Metrics that Matter
Looking across many organizations, most HR metrics today are established in a vacuum, there are way too many and they are based on reactive measurements that are comprised of complex and sophisticated calculations, understood by only a select few. They do not put the organization in a position to make timely and informed decisions on the true impact to the business.
Based on our experience with creating and sustaining high performance in organizations, metrics need to be simple, clear, and connected to the organization’s priorities and overall strategy. Most important, they need to be able to address the question of “Are we winning or losing” and drive to action on a proactive basis.
Click here to download our whitepaper, HR Metrics that Matter. You will find the answers to these questions and more.
What is the role of HR in the organization?
What factors do your consider when establishing metrics?
What are some metrics to consider for your organization?
What’s next? What to do with the metrics you’ve established?
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