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170 Just Promoted!

Values and Beliefs
Look at the corporate values. Look at the examples of P&G, the Gates Foun-
dation, and BD presented earlier in this chapter. What is really important to
each of these companies? Does your organization’s culture conflict with the
broader corporate culture? Even in radically different organizations (for exam-
ple, basic research and marketing), there should be a core of common cultural
beliefs. For example, if a company’s mission statement is “Respect for the indi-
vidual, commitment to service, and commitment to excellence,” it should per-
meate the beliefs and values of those throughout the organization, including
those in different functions, such as marketing and research.
There are some beliefs you may question—that our talent should be home
grown; that everything we sell should be invented here (the NIH, or not-
invented-here syndrome); that we should never use subcontractors or outside
consultants; that we should maintain only those products that support a cer-
tain return on investment; that we should always take the lowest qualified bid.
You may question the organizational climate—the climate for risk taking, for
marketing, for growth, for developing new products, for realizing better qual-
ity, better timelines, or the climate for leading and developing human resources.
Since you are in the diagnostic phase, see if individuals or the organization
hold certain values for a good reason. Certain clashes of values by different
individuals or departments may raise new issues, lead to reconsideration of
purpose, and be ultimately helpful. Other features will conflict with top man-
agement. Before you decide that culture or values need adjusting, make sure
you understand their role in the organization and the source of their support.
We will take a much closer look at culture and politics and how you can use
them to your advantage in Chapter 8.

TARGET 4. RECOGNITION, REWARDS,
AND INCENTIVES

The use of rewards and incentives is an important issue that a task force should
address. It is usually a target for which people have a lot of energy. How are peo-
ple recognized and rewarded? Are they rewarded for performance, or do they get
an automatic raise based on longevity or contacts? Does your organization have
performance standards and goals, and do managers use the standards and goals
when appraising performances and making financial rewards? Are performance
goals specific and observable? Employees should not just be told “Do your best.”