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- Check out our latest case study | The Bailey Group on The Bailey Group 9-Factor Employee Engagement Survey
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- Martha Carlson on Humility – its highly underrated
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Do You Have What it Takes to Be a High Performer?
I have a not-so-well kept secret. I’m competitive. Therefore, whenever I’m asked a question that begins “Do you have what it takes….” it gets my energy flowing! I’ll bet your energy is flowing right now if you’re reading this! Before I tell you what it takes to be a High Performer, let me describe one for you:
A High Performer takes accountability for his or her goals and takes the actions needed to achieve them, either independently or with others. A High Performer consistently delivers results…without leaving a body count in the wake. He has enough relationship capital built up to take risks. She has – and shares – a well-informed point of view. A High Performer is committed to quality as well as efficiency. A High Performer is self-aware and self-managed – able to choose their response rather than react, particularly in high test situations and environments. A High Performer is politically astute, personally agile, and has enough business acumen to be dangerous. And he has the capability to think strategically and act tactically. Get the picture?
Find out how you measure up by answering the following:
True/False
1. I know what goals I am accountable to achieve this year and have plans in place to achieve them.
2. I have a strong track record for delivering measurable, sustainable results.
3. I take the time to build, nurture, and leverage key relationships inside and outside the organization.
4. I invest time in learning more about my domain of expertise and responsibility.
5. I am well versed in the standards of quality for my industry/product/service.
6. I am mindful of costs and resource expenditures when planning my actions.
7. I know myself well and have the emotional intelligence needed to choose my response in a given situation.
8. I know how things get done inside my organization and I can navigate political headwaters with savvy.
9. I keep up with news on the general business and economic climate.
10. I am able to envision, think and plan within both long range and immediate time frames.
Count up the number of questions you answered (truthfully) as True.
Scoring Key
9 -10 Over Achiever, bordering on perfection, at risk of not having a life outside of work
7-8 High Performer, has what it takes to consistently succeed
5-6 Strong Performer, sustains good performance
3-4 Borderline Performer, need to address problem areas soon
1-2 Time to throw in the towel or change careers
Results less than you’d expected? Contact The Bailey Group for information on Executive Coaching and related services, 763-545-5997.
NARROW is OUT. WIDE is IN.
“Enterprise Thinking”…new-age consulting lingo or an essential strategic concept?
Enterprise Thinking is the ability to think broadly across the business and organization in order to gain a big picture perspective. It’s a pretty straightforward concept, but a skill many leaders lack; particularly those who tend to defer to their own area of specialty, which can lead to a narrow line of thinking.
Why is Enterprise Thinking So Important?
Most business problems and processes today are complex, requiring the input and expertise of various business functions across the organization. No longer can leaders make decisions without considering the implications to other parts of the business. All goals seem to require collaboration, matrix problem solving, and integrated solutions; hard to do without applying an Enterprise Thinking approach.
Enterprise Thinkers:
–Seek other perspectives
–Work to understand the entire system
–Pursue strategies/goals versus narrow tactics
–Know that pushing one lever “here”, impacts another lever “there”
–Use broad business knowledge
By being knowledgeable and appreciative of other functions, enterprise thinkers reap ancillary benefits such as:
–Credibility with diverse teams…and strategic partnerships result from these teams.
–Ability to influence others and navigate through tough situations.
–Capability of being strategically agile…their “total view” enables them to anticipate outcomes, adjust, and create contingency plans.
What promotes Enterprise Thinking in organizations?
–Cross-functional projects where team members own a common goal and are not merely a functional representative
–Exposure to other jobs – opportunity to experience a full “day in the life”
–Learning about others stakeholder’s needs
–Aligned compensation and performance programs; if one is paid based on enterprise results, versus silo results, enterprise thinking will result.
–Grant promotions to enterprise thinkers; others will notice.
–Mix up teams; freshen and revive thinking by bringing in diverse backgrounds.
–Regularly communicate results of the greater whole and contribution of the parts versus just the results of the sales team.
It doesn’t matter what you call it…Enterprise Thinking or Big Picture Thinking…just remember, thinking NARROW is OUT and WIDE is IN.
Turn to The Bailey Group to help teams and individuals expand their view, 763-545-5997.