When Frank and I first met, he expressed concern that his company’s growth strategy was not achieving its goals because his organization was not acting in a coordinated manner to produce results.
Once Frank refined his approach to this challenge, organizational behavior changed and strategy execution improved. Follow the link below to learn how Frank removed the behavior excuse.
Leadership and management are not synonymous. Leadership is a mandatory ingredient of transformational change; management is defined by the efficiency of implementation.
Frank recognized that the changes his company needed to make must begin with him. Transforming his organization’s behavior required his leadership. He revisited his own guiding values and confirmed his true purpose for the business. His leadership became more genuine and service-oriented. Frank’s effectiveness as a leader rose as his leadership team and other personnel experienced his integrity and commitment to helping them succeed in their work.
To change his organization’s direction towards his expected behavior, Frank realized that his leadership team must share the same yoke by committing to the Company’s purpose and goals. He asked them to consider what uncommon value the Company offers to the market, why they chose to join the Company and how their work contributes to its mission. Then, he requested that they each conduct this same exercise with their teams.
Like other companies, after developing their Core Values, Frank’s team never took the next step of describing behavioral examples to clarify expectations for each Value. The behaviors they were witnessing did not align with their stated principles. Everyone had a different interpretation of their Core Values and there was no motivation to shift conduct in the targeted direction.
Frank’s leadership team responded by identifying and documenting specific examples of targeted behavior for each of their Core Values so everyone became aware of the Company’s expectations. This common foundation for behavioral performance evaluation made assessments more uniform and objective, minimizing the differences in how each supervisor judged the behavior of their teams. The evaluation of behaviors versus Core Values was added to their performance review process and incorporated into their incentive compensation plan.
Frank and his team committed themselves to continuous coaching. Cultivating changed behavior in any organization is a fulltime job. If someone acts in accordance with expected behavior, credit them and elevate the visibility of their actions. If someone is off path, then address this promptly and privately with the person. Don’t wait for performance review meetings to clarify your expectations.
How are you motivating your personnel to fulfill the purpose of your business?
How does your performance evaluation process drive the behaviors you expect?
Need to grow now?
Contact Bob for a FREE no-excuses growth assessment at
rschultek@staging.elfin-bead.flywheelsites.com.
