An organization is essentially a fiction, only given meaning and power by those who believe in it, who buy in.
In the future we will not talk about this or that type of organizational structure, we will talk about one model that includes all of its predecessors. Hierarchical, Flat, Holocratic, Team, Matrix, Adhocracy, Functional, Accountable, Objective… all combine into one.
Most of the people that know me are fully aware of my fondness for using sailing analogies. Honestly, I can’t help it; sailboat racing has had a profound influence on my life, and much of what I learned about the importance of teamwork has its roots in my sailing endeavors.
Over the course of the past 13 years, I’ve interacted with nearly 200 business owners who had questions about optimizing employee engagement within their organizations. It’s not that the organizations were in desperate need of help. On the contrary, some of these businesses were performing very well, and the owners of these companies simply wished to explore the possibility that some ingredients might be missing that would allow these companies to perform even better if they could be discovered.
The 7Q7P Framework is partially built on the presumption that employee buy-in needs to occur on an ongoing basis. Having a single discussion with your workers and having them agree that they belong in your organization is a great start, but things are never static in business, and all of the elements that drive the business forward are constantly changing. In addition to that, the features of your employees’ private lives will also fluctuate as time marches on.
Within the 7 Question - 7 Promise Framework, the matter of employees embracing the ways in which they are measured is an important one. Yet, there are some interesting examples from outside the world of business that shine a spotlight on how success measurements can vary from organization to organization, and why it is essential for people to embrace the ways in which they are measured so that they don’t feel like the metrics being used to gauge their performances are unfair, or unwillingly imposed upon them.
There is a scene from the film We Are Marshall that perfectly conveys the importance of verbal communication if you truly wish to be heard and understood and to have the full significance of your statements appreciated.
We all like to think that our companies are functioning at a high level, but are there hidden inefficiencies lurking within your organization? There is a simple way to get an accurate response to that question.
The org chart is outdated, not because it’s old, but because it was never particularly useful to begin with. The insistence that some businesses had in relying upon it was based on an assumption of its usefulness, but it was always a flawed tool.