For many years in leadership positions, as a business owner, a specialist in training and organizational development, I had the opportunity to work with hundreds of organizations. These organizations ranged from large to small, and they included those that offered products or services, with a profit or as a non-profit.
Reflecting on this experience, I see four key components of success on the side of the organization. Key components are:
-direction
-Leadership
- Performance Management
-Association of development and training
direction
All members of the organization, from top to bottom, should know the direction of the organization and work to support this direction. In my interactions with organizations, I often asked leaders: “If I accidentally chose members of the organization at different levels, could they tell me the direction of the organization and how their efforts support this direction?” Most often, the leaders told me: “No!” then, the leaders of the organization expect the employees of the organization to learn what the organization should do to be successful, and how is their work related to this direction?
leadership
All the leaders of the organization need the skills and abilities needed to work with those they lead. In many cases, leadership choices in organizations are made through career development. This may be motivated by the false thinking that, because someone successfully performs work in a particular area of the organization, that person will successfully lead others in this area. Or, because "it was so and so with us for so long, we must be guided by him or her." Such thinking ignores the important factors necessary for a successful leader.
Performance Management
Positive performance requirements require clear expectations in terms of efficiency, communication around these expectations and coaching leaders. Leaders must also be prepared to manage the consequences of both good and bad results. Periodic review of organizational members is still the basis of performance management in organizations. Sometimes, even when there is a policy for periodic review, it is ignored by management.
In addition, some leaders tend to use the review only when something negative happens.
Associated Developments and Training
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 productivity is bad or why an individual partner does not support the direction of the organization. For the leaders of the organization it is important to see others in the lens for development. This means that each person has many abilities and skills that can be applied to the future growth and development of the organization.
When changes occur, it can lead to the need to learn to do something differently. Leaders may need to learn to exchange information faster. Partners may need to learn how to work with new equipment or technology. Perhaps the process is changing or being processed to provide better products, and new skills are needed. In order for an organization to flourish on an ongoing basis, it must be development friendly and conducive to learning. When an organization uses the above key components and works with them throughout the organization, the probability of success is much higher than simply drifting and hoping that success will somehow play up!
