Page 221 - How Great Leaders Build Abundant Organizations That Win

HOW DO I RESPOND TO DISPOSABILITY AND CHANGE? (GROWTH, LEARNING, AND RESILIENCE)

3. For each cell, rate that business unit on that critical
success factor as follows:

0 = not applicable
1 = not good at all
2 = below average
3 = average
4 = we think we are good (self-report)
5 = others think we are good (certified by someone else as
excellent or world class)

This assessment can be done either by an organizational
unit leader or by an external rating team (e.g., a corporate
group that inspects the unit or an outside rating agency).
Scores of 0–4 can be provided by members of the organi-
zation unit; a score of 5 must come from outside.
4. Combine the individual assessments by rows or col-
umns. The ratings for each cell may now be combined
to create a learning matrix for a particular initiative (X).
The average score for a row indicates how the particu-
lar business unit fares. The average score for a column
indicates how well the entire organization is doing on
that particular factor. This matrix helps pinpoint pockets
of excellence as well as an overall corporate score for a
particular initiative. It can be used to track progress on
initiative X across business units or across factors.
5. Create processes for sharing ideas from high scorers
with lower scorers. Mechanisms for sharing knowledge
and experience across cells include:
• • Make the higher-scoring business units “best prac-
tice” sites where others can learn.

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