Page 103 - Successful Onboarding

92 • Successful Onboarding

Table 3.1 Organizational Performance Values
Performance Value Categories Examples
1. Personal manner—what • Some organizations instinctively value progressiveness and
we consider acceptable, innovation as opposed to exercising caution and reducing risk.
what we believe represents • Some organizations are friendly and patient, and others are
excellence, and under what anxious and have a low tolerance for over-analysis.
conditions we expect it • Some organizations are fast-paced and dynamic, whereas
others are low-key, understated, and steady.
2. Productivity and Work • Some organizations tend to valorize perfectionism, whereas
Pace—what we expect in others emphasize getting the work out efficiently and
output, as well as how moving on.
hard we expect the engine • Some organizations are biased toward speed, whereas
to run others are more deliberate and process driven.
3. Priorities—what matters • Some organizations place profit as the primary objective,
most to us (and what whereas others highlight a portfolio of objectives.
matters next, and so on) • Some organizations listen very closely to customers; others
are so good at influencing customers that they listen more
to internal functional strengths and their supply chain.
• Some are more focused on cost, and some are more
focused on revenue.
4. Interaction—how we • Some organizations are highly competitive and even
interface with one another cutthroat, whereas others naturally tend to be more
supportive or nurturing.
• Some organizations tend to be more forgiving when mistakes
are made, whereas others tend to be uncompromising.
5. Process—how we process • Some organizations are disciplined in their processes,
standard work and whereas others tend to be fluid.
opportunities • Some organizations exhibit a strongly hierarchical mindset,
whereas at others the spirit is more democratic.
• Some organizations drive change via creating consensus,
whereas others drive change through top-down directives.
• Some organizations make decisions based on hard facts,
whereas others make decisions by instinct and gut feel.
• Some organizations leverage external resources regularly,
whereas others have a far greater “not invented here”
attitude.
• Some organizations develop from within, whereas others
hire for the task at hand.
6. Response—how we • Some organizations are great learning entities, whereas
respond to actions and others are highly resistant to learning lessons.
surprises • Some are more proactive and pioneering, whereas some
are more reactive and fast (or slow) followers.
• Some organizations call all hands meetings when
competitive news of merit develops, whereas others hardly
give it a mention and maintain a quiet steady hand (or
remain blind and dumb).