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Turning Vision and Values into Everyday Practice

December 18, 2016 By Richard McNamara

Have you ever noticed that some organisations have employees whose behaviour is consistent with the organisation’s Vision and Culture?

…whereas other organisations say the right things but the reality is much different.

The secret to turning Vision and Values into everyday practice is a performance management system that makes Vision and Values real for everyone.

The problem is that in large organisations, the good intentions of the senior team get lost down the line.

Just consider what the sequence is:

VISION

MISSION

VALUES

STRATEGIC OBJECTIVES

KEY SUCCESS FACTORS

KEY PERFORMANCE INDICATORS

INDIVIDUAL OBJECTIVES

 

Considering the complexity, it is not surprising that often there is a disconnect.

Getting the thinking right in the first place is essential but once a clear Vision is created, making it real needs “buy-in” from everyone, particularly the managerial and supervisory teams.

Employees follow the lead that is given to them by their boss; this influences employees much more than what is said in the Vision or Mission. And of course, saying one thing and doing something else is a recipe for disillusion and failure.

An integrated and motivating process is needed so that the managerial and supervisory teams become committed to the targets in the business plan and the desired behaviour as expressed in Culture or Values. Everyone needs to know what is expected of them both in terms of results and behaviour.

Integrating Key Success Factors and Key Performance Indicators into a performance management system applied by a highly skilled managerial and supervisory team is the way forward.  In this way, they provide the right example. It’s not just a question of what is achieved but also how it is achieved.

There is a delicate but highly desirable balance in making employees feel accountable whilst at the same time empowered. It is not easy but when it works, everyone benefits including the customers!

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