It is now widely known that putting equal focus on how a company produces
money (performance) and how its leaders govern the place is the key to
achieving long-term success. Companies that do so have three times the
advantage over their competitors. It is recently discovered that going one
step further and focusing on performance and as well health at both the
individual and organizational levels can help leaders generate even more
value.
To do this properly, the new way of working must be embedded at all levels of
the organization. This can be accomplished by refocusing capability-building
initiatives to help employees grow with our
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How do you Make Money?
- Business at whole
- Transformation
How do you manage the workplace?
- Structure
- Operating model
- Authority
How do your employees add value?
- For business
- For transformation
How do you interact and behave?
Teach them about the industry (e.g., how we make money). Ensure that staff are
aware of the company s strategic priorities, as well as the projects and
targets that go along with them. This should comprise day-to-day operations,
efficiency or transformation initiatives, and
new business development.
Teach them how to handle (e.g., how we manage the place). Develop a constant
awareness of how leaders must work in order to accomplish their strategic
imperatives, such as company culture, managing teams, transforming attitudes,
and driving responsibility and quality improvement.
Ensure that you have the necessary technical and functional abilities to
complete the tasks at hand (e.g., how I create value). Assure that functional
and technical training are structured to develop both the abilities required
to complete today s tasks and the important skills required to drive
optimization or growth activities that will provide value in the future.
Develop them as colleagues and leaders on a personal level (e.g., how I
behave). Individuals can be empowered to attain their performance goals by
demonstrating how their goals are translated into daily interpersonal and
adaptive characteristics, how these characteristics look when done
properly, and when they should participate in them. The aim after that is to
assist each person to develop new behaviors through ongoing coaching.
It is no longer adequate to focus capability development exclusively on
acquiring job-level skills in today s competitive market. Leaders may capture
the value and generate influence by developing individual competencies across
the four quadrants and at scale.
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Reference
Reference: McKinsey Organization Practice