Can we all agree that the leadership of an organization is the single most important element driving success? Yes, I know that's an odd question—but think about it. Isn't it the case that the behavior of leaders shapes the behavior of employees, through effective coaching, correction and development?
In last month's article, I talked about leadership development and how the day-to-day work of an organization actually serves as the best learning curriculum; by solving real problems and reflecting on why something worked or didn't work, leaders grow in knowledge and experience.
But is that enough? Hire incredibly smart people and let them learn by doing? In my experience, there is still a piece missing and, unless it is addressed, it can create chaos.
The missing piece? Infrastructure.
The Importance of Infrastructure
You've likely heard the old saying, "Culture eats strategy for breakfast." Or perhaps "If you pit a good performer against a bad system, the system will win almost every time." But what do these pithy sayings really mean?
They mean that the infrastructure—the systems, processes, policies and programs that those in the organization execute every day—have to facilitate and enable behaviors that drive organizational performance.
You can teach, communicate, motivate and inspire people to do the right work with appropriate behaviors, but if the infrastructure is teaching or communicating a different message, your performance and productivity are seriously impacted.
It's like an orchestra with everyone playing their favorite piece. Unless they agree, it's chaos. It's like a racing pit crew where everyone runs to fix something, and they run to the same tire, so one tire gets all the attention, and the rest run flat. Infrastructure provides the parameters by which leaders lead and employees work.
Values Support Infrastructure, But Don't Define It
What is the purpose of those "values and principles" tacked up on the wall that talk about things like customer service, integrity and communication? They're referring to the ideal infrastructure, telling leaders and employees, "This is what is important; this is how we expect our team to behave."
But it's not enough to simply say, "Act with integrity," or "Communicate effectively," because those are open to individual interpretation. The solution? Programs designed to put values to action, measure employee culture fit, and identify engagement gaps.
So, Who Builds Infrastructure?
There are a number of methods modern organizations have adopted to ensure organizational values are translated into action.
Today, we create employee handbooks that prescribe appropriate behaviors, and define reprimands for bad ones. We offer intense manager trainings. We design pay and benefits structures that reward high performance and good behavior. We implement processes to set goals and measure performance to ensure that the work the organization is doing is aligned with the business strategy. We evaluate leaders' and employees' skills and competencies, and create plans for continuous development. We practice behavioral interviewing to try to source and hire new employees who can perform and thrive in our culture.
But hang on—these are all HR programs, right? They are, but all too often, these programs fail to address their core purpose of building an infrastructure based on values. Instead, managers begrudgingly complete their tasks as HR cajoles and polices the programs, focused on compliance over strategy and completion over improvement. HR programs—which are inherently about building your organization's infrastructure—should instead be continuously evaluated and tweaked to align with the needs of the organization.
The "words on the wall" may tell employees that they are the organization's most valued asset, but do the managers' behaviors reinforce the message? Do your words match your actions? Does the infrastructure that you created work, or is it shouting mixed messages?
I cannot give you the answer; only you can take time to reflect on your organization's infrastructure and answer these questions. Executives, your HR team probably has a pretty good sense of the answers to these questions. If you're looking to improve your leadership culture, ask them where there might be opportunity to improve the infrastructure. I bet they have some good ideas.
더 많은 정보를 원하시나요? 제품, 고객 사례 및 최신 산업에 대한 인사이트에 대해 더 알아보십시오.
고객 및 파트너와의 탄탄한 관계 구축
업무 환경이 빠르게 변화하는 현실에서 귀사는 역동적이고 적응력이 뛰어나야 합니다. 중요한 외부 이해 당사자와 탄탄한 관계를 형성하려면 전보다 훨씬 조직적으로 요구에 부응할 수 있어야 합니다. 유연성과 고유함을 갖춰 귀사의 비즈니스에 맞게 구축이 가능한 Cornerstone Extended Enterprise 는 귀사의 성장에 맞게 확장할 수 있으며, 외부 고객에게 충분한 정보를 제공하여 최신 오퍼링을 채택할 확률을 높여드립니다.
Cornerstone 스킬 그래프 기술 데이터시트
Cornerstone 스킬 그래프는 스킬을 중심으로 인재 전략을 구성하는 가장 좋은 방법입니다. 어떤 Cornerstone 제품을 사용하던 관계없이, 지능형 온톨로지에 접근할 수 있습니다. 지능형 온톨로지는 2억 5천만 가지 역할 전반에 걸쳐 53,000 가지가 넘는 스킬로 구성되어 있으며 모든 직원 프로필이 담겨 있습니다.