Build a Successful Human Side in Your Organization
Posted: Thursday, May 07, 2009
by Dennis McCartin
http://humansidesuccess.com
Over many years holding management positions, as a business owner and a training and organizational development specialist, I have had the opportunity to work with hundreds of organizations. Those organizations ranged in size from large to small and they included those that offered products or services, at a profit or as a non-profit.
Reflecting on this experience, I see four key components to success on the organization's human side. The key components are:
-Leadership
-Performance Management
-Associate Development and Learning
Direction
All members of the organization, top to bottom, should know the direction of the organization and work to support that direction.
In my interactions with organizations, I used to ask the leaders: "If I randomly selected members of the organization at different levels, would they be able to tell me the direction of the organization and how their efforts support that direction?" More frequently than not, the leaders would tell me: "No!" How, then, can the organization's leaders expect the organization's associates to know what the organization needs to do to be successful, and how their work relates to that direction?
Leadership
All leaders in the organization need the ability and skills necessary to work with those they are leading.
Many times, leadership selection in organizations is through promotion. This can be driven by the false thinking that because someone is successful doing the job in a certain area of the organization, that person will be successful leading others in that area. Or, because "so and so has been with us for so long, we owe a leadership position to him or her." This kind of thinking overlooks important factors necessary in being a successful leader.
Performance Management
Positive performance outcomes require clear performance expectations, communication around those expectations, and coaching by the leaders. Leaders also need to be willing to manage the consequences of both good and poor performance.
The periodic review of organizational members still tends to be the mainstay of performance management in organizations. Sometimes, even when there is a policy to have a periodic review, it is ignored by leadership.
Also, some leaders tend to use the review only when something negative happens.
Associate Development and Learning
The people who work in the organization are the most important asset, and this is not just a slogan!
Too many times, organizations and leaders fill positions with warm bodies. Then, they wonder why performance is poor or why the individual associate does not seem to support the direction of the organization.
It is important for the organization's leaders to see associates in the developmental lens. This means that each individual has many abilities and skills that can be applied to the future growth and development of the organization.
When change occurs, it may bring necessity in learning to do things differently. Leaders may need to learn how to share information more rapidly. Associates may need to learn how to work with a new piece of equipment or technology. Maybe a process is being changed or refined in order to ensure a higher quality output, and new skills are needed.
In order for the organization to prosper on a continual basis, it must be developmental friendly and learning supportive.
When the organization employs the above key components and works them across the organization, the likelihood of success is much higher than just drifting along and hoping success will somehow arrive in a flash!
For more information go to the website: HumanSideSuccess.com
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Top-level comments on this article: (1 total)Good article, you hit on some great points... in my years of management I found that compassion and undrstanding were the best at having that humanistic approach
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