When you get right down to it, your company’s organizational chart is probably useless. Before you get defensive about it, you should know that it probably isn’t your fault, and that org charts are a fundamentally flawed device. Ideally, org charts are constructed to show the relationships between the roles within an organization, and therein lies their fatal flaw. Rather than showing the relationships between roles, org charts are truly only designed to show the preferred relationships between titles within an organization’s hierarchy.
The idea of developing your employees can lead you into tricky territory if you’re a business owner. On the one hand, there are reasons to not take formal steps to develop your employees that might make logical sense on a very superficial level. After all, you probably have employees on your staff that entered your workspace solely because you advertised very specific employment opportunities that they responded to.
Measuring your employees is a simple necessity that is made unnecessarily complicated by the misguided assumption that employees don’t want to be measured. In light of this erroneous supposition, many business owners - often under additional coercion supplied by their HR departments - opt to measure their employees by a set of wholly business-centric metrics that fail to account for the realities of the jobs the employees are asked to do, and the environmental limitations to performing those jobs.
In most hiring situations, the first time a candidate comes across the radar of a business is when the job seeker submits a resume to the HR department or HR representative. If the applicant appears to check all of the necessary boxes - an impressive education, and years of employment that indicate how the candidate has acquired experience and demonstrated expertise with the requisite skills - then the applicant is brought in for an interview.
In order for your organization to transform into a Patient Organization through utilization of the 7 Question - 7 Promise Framework, it is essential for you to identify and codify the real core values of your business. If you have already taken the steps to establish core values for your company, you are undoubtedly on the scent, we want to make sure you are on the correct path. Unfortunately, there is a strong possibility that the core values of your company have been misidentified, and if this has happened, the effects can be disastrous when it comes to solidifying the culture of your company and summarily applying those values to your organization’s hiring and firing practices.
When it comes to balance in the workplace, several different explanations are employed to describe what it means, and many of these definitions are correct in one respect or another. In fact, the most complete description of workplace balance incorporates multiple elements from the popular definitions of balance. This ultimately means true employee balance combines considerations of work-life balance with opportunities for thought and reflection within the workplace, while also understanding that keeping employees productive is not immutably connected with keeping employees in motion.
Quite often, one of the first obstacles to reconfiguring a business into a Patient Organization through the 7Q7P methodology is revealing to the owner of the company that he is not already at the helm of a patient organization. This is an understandable, yet nonetheless harmful misinterpretation of one or more aspects of their business which allows them to mentally remodel it to fit a layman’s definition of patience.
In his appearance on the Tractionville Podcast, EOS implementer and 7Q7P CEO Walt Brown shared the backstory behind his emergence in the world of EOS with hosts Chris White and Benj Miller, while also sharing some valuable pieces of advice based on his experiences with setting companies on a new trajectory thanks to the 7 Question - 7 Promise Framework.
Topics: Podcast Recaps
“They have to learn how to win.”
This quote came from Packers’ QB Aaron Rodgers. He was talking about his young team, and it made me think. “They have to learn how to win as a team.”
Per usual, my mind started chewing on this thought, looking at it from all sides.
We might say that in order for a team to learn how to win, they must first learn how to lose.
Having strong, toothy core values will smoke and flush out the folks I call "core value terrorists", or CVT’s. We must eliminate these CVTs from our teams, lives, and organizations.
Tyranny (noun): Cruel and unfair treatment by people with power over others.
I see this issue manifest inside my client’s teams all the time. They always wear one or both of the following masks, and both of these terrorists are originally considered absolutely "indispensable".