Optimising Team Members
Why Are Core Values Important?
Core values are the fundamental beliefs and principles that guide the behaviour and decisions of an organisation and its team members.
Having clearly-defined core values is essential for an organisation’s success. They define the organisation’s identity, help to create a shared vision and sense of purpose among team members and guide decision-making at all levels of the business. Core values also help to attract and retain the right employees, who share the same values and beliefs as the company.
So, how can you ensure that core values are adequately used in your company’s day-to-day operations and universally adopted by team members? The first step is to clearly define and communicate your core values to all employees. This can be done through company-wide meetings, employee handbooks and other communication channels. It’s important to make sure that all team members understand the significance of these values and how they are expected to uphold them in every aspect of their work.
Once core values have been defined and communicated, it’s essential to integrate them into all aspects of the business. This includes everything from hiring and onboarding processes to performance evaluations and daily operations. For example, when hiring new team members, it’s important to assess whether they share the company’s core values and would be a good fit for the organisation’s culture.
How the Business Operation Strategy (BOS) framework drives the use of core values is that it has a five-minute section in every weekly meeting in which each team member provides an observation on the use of a core value. It is quick but effective for reinforcing core and in the conversations of team members – especially when those values are broken.
In order to maintain the integrity of core values, it’s important to hold employees accountable when they fail to meet the standards set by the business.
Ultimately, the success of an organisation is dependent on its ability to align its operations and team members with its core values. By clearly defining and communicating these values, and integrating them into all aspects of the organisation, companies can create a culture of excellence and achieve long-term success. This is not just a common business school strategy, it is a fundamental law of business.
In this way, core values become the foundation of a company’s success. They represent the organisation’s culture and personality, and guide decision-making at all levels of the business. To ensure that core values are adequately used in day-to-day operations, it’s essential to clearly define and communicate them to all employees, integrate them into all aspects of the organisation, and hold employees accountable when they fail to meet the standards set. By doing so, companies can create a culture of excellence and achieve long-term success.
If you are struggling with getting Core Values effectively utilised in your organisation simply contact us and I’m sure we will be able to provide you with some troubleshooting support along with some additional strategies.
Team Member Accountability Chart
An organisational chart is a visual representation of a company’s structure, showing the roles and relationships between different positions. However, it doesn’t always provide the necessary detail to understand who is responsible for what tasks and outcomes. On the other hand, a Team Member Accountability Chart is a more focused tool that begins by identifying the correct positions for a specific company’s work output needs.
To create an effective accountability chart, it is important to involve key stakeholders in the process. It starts with what the business needs to deliver and is accountable for. It then identifies the necessary seats to complete this work and activities. Each seat clearly calls out what it is accountable for, describes the core activities and defines the fundamental KPIs it needs to achieve. So the required work and outcomes are first defined before any team members are contemplated for what roles, or seats, they could fill.
When you have a clear company structure that is aligned to best produce the work required to maintain a growing company you are then ready to add team members to the seats and work through the process of ensuring they have the ability to check three boxes for the seat you are considering them for. This is defined by three key questions:
- Do they understand what the seat needs to deliver? This may seem straightforward but it often isn’t when the person is the wrong fit for the seat.
- Do they want to do all that is necessary to deliver the expected results? This is a big one; often team members understand what is required and can do the required work but they simply don’t want to. Cold-calling is a good example for a seasoned sales professional. Often they are not interested in going back to hammering the phone.
- Do they have the necessary skill sets, capacity or capabilities to deliver? It is also common to have people who really want to do the job at hand but they simply lack the skills or experience to be successful in the near term.
The BOS Framework doesn’t try to imply that these are the only strategies for developing and maintaining a great company culture. What it does do is provide a practical and effective process for consistently managing some core strategies for having a strong culture.
So an accountability chart is different from an organisational chart in several ways:
- First, it is based on outcomes, not positions. This means that the focus is on what needs to be done to achieve the company’s goals rather than on the positions themselves.
- Second, it is more precise than an organisational chart because it clarifies the activities and KPIs that each position is responsible for.
- In addition to defining roles and responsibilities, an accountability chart can help identify gaps and redundancies in the company’s structure. It can also help with decision-making by providing a clear picture of which team member is responsible for what tasks and outcomes. This makes it easier to hold individuals accountable and to make necessary changes to improve overall performance.
An accountability chart should be reviewed regularly to ensure that it remains accurate and up-to-date. Within the BOS framework accountability is regularly reviewed at quarterly meetings. As the company grows and evolves, new functions and roles may be required, and it is important to adjust the chart accordingly.
An accountability chart is a powerful tool for building high-performing team members. By defining roles and responsibilities in detail, it can help prevent confusion and ensure that everyone is working towards the same goals. It is important to involve key stakeholders in the process of creating the chart and to regularly review and update it as the company evolves. By using an accountability chart, companies can build a culture of accountability and achieve greater success.
Team Member Check-Ins
The importance of ongoing check-ins cannot be overstated. They are more effective than annual reviews and the BOS framework ensures these check-ins continue to happen consistently.
We don’t mean traditional annual reviews; we are talking about monthly or quarterly meetings where we discuss not only performance but career path options, team dynamic observations, current bottlenecks and challenges, and more. Each review is expected to be a high-quality interaction.
For many years, companies have relied on the annual review process to assess employee performance. However, research has shown that annual reviews are often ineffective and do not provide the necessary feedback to improve the performance of team members. This is where ongoing check-ins come into play.
Ongoing check-ins are a proactive way to investigate how team members are performing with their core deliverables, identified objectives, career development, and other areas that are critical to their engagement and success. These check-ins are typically held quarterly and provide managers with an opportunity to give and receive feedback, identify areas for improvement, and address any concerns or issues that may arise.
One of the key benefits of ongoing check-ins is that they allow for more frequent feedback and discussion. This is important because it enables managers to address any issues as they arise, rather than waiting until the end of the year. By having ongoing conversations with team members, managers can provide timely feedback, recognise accomplishments and identify opportunities for growth and development.
Another benefit of ongoing check-ins is that they encourage accountability. When employees know that they will be meeting with their manager on a regular basis, they are more likely to take ownership of their work and stay focused on their goals. This creates a culture of accountability, where each team member is responsible for their own success and that of the team.
Ongoing check-ins also provide an opportunity for career development. During these meetings, managers can discuss career goals with their employees, identify areas for improvement, and provide training and development opportunities. This helps team members feel inspired, valued and supported, which can lead to increased engagement and productivity.
So, how do you implement ongoing check-ins in your business? Firstly, it’s important to set clear expectations and establish a schedule for these meetings. Make sure everyone on the team understands the purpose and format of the check-ins, and ensure that they are scheduled well in advance.
Next, make sure that the check-ins are focused on specific goals and objectives. This involves identifying what success looks like for each team member and creating a plan to achieve it. It’s also important to be transparent and honest during these meetings, providing constructive feedback that can help employees improve and grow.
Finally, use ongoing check-ins as an opportunity to recognise and reward good performance. This can be as simple as acknowledging a job well done or providing incentives or additional opportunities for growth and development.
I’m sure much of what you’ve just read you already believe and know – right? Why then is it so difficult for most companies to implement consistently and effectively? Once again, our observations are that there often isn’t a management framework to help team members remember to complete these or feel accountable for completing them. In short, they don’t have the visibility they require. The BOS framework provides that visibility and accountability by including team members within the quarterly meeting agenda.
Ongoing check-ins are a powerful tool for managing employee performance and fostering a culture of accountability, growth, and development. By establishing a regular schedule of check-ins, setting clear expectations and providing constructive feedback, you can create a more engaged and productive team. So, consider fully implementing ongoing check-ins in your organisation today and watch as your team members thrive and succeed.
Until next week, enjoy the process!