You Get What You Reward
You Get What You Reward
THE ORGANIZATION WANTS… BUT THE ORGANIZATION REWARDS...
Customer Service Adhering to Policies and Procedures
Personal Responsibility and Hiring warm bodies, keeping down training
Increased potential costs, just showing up and doing your job
Challenging the Status Quo “Yes” men and women, not making waves
Inspired Leadership at all Levels Tight command and control by a few
Encourage Diversity of Thought Conformance, one point of view
Instill Quality and Excellence Everywhere Getting things done on time at any cost
Develop a Commitment to Teamwork Individual Performance
When Necessary
More often than not an organization says one thing in its literature, on nicely formatted signs in hallways and conference rooms, but unfortunately does not practice what it preaches. This happens for many reasons. Managers at lower levels do not pass on the words expressed by senior management, senior management has not clearly stated what is expected, the organization has not formulated what the desired culture should be, or possibly the organization simply does not believe that culture counts.
Now is the time to take a moment to analyze the alignment of your cultural values with the mission, vision and strategies of your organization. Start with the process of documenting your six to eight organizational values. Use the examples provided in this article, modifying them so they best describe your “desired” culture. Delete and add value statements not only stating them, but also listing specific questions that all stakeholders can use to evaluate whether or not they are truly living the desired culture.
Make use of the examples provided and attain the best fit for your organization. At the senior management level document your first cut on what you believe to be the core values of your organization. Then assemble small teams to further discuss and refine the statements to get both buy-in and best fit statements. The goal is to develop what you truly believe to both be, and want to be, your cultural values tailored for your organizational needs.
Caution: As your organization decides what it wants its culture to be, look closely at what it will reward. Remember…You get what you reward.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer.
You Get What You Reward - To learn more about this author, visit Roger Ingbretsen's Website.
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The following questions are posed to help you evaluate what kind of cultural behavior is being rewarded in your organization. The statement, “you get the results based on what you reward” is especially true when it comes to developing organizational culture. The seven cultural value statement listed below are provided as excellent examples of what an organization may want, but what they actually reward. Your organizations value statements may be different from the ones provided, but you can go through the process of discovering what cultural values you reward. This is an excellent exercise to see if you have organizational alignment at all levels.
THE ORGANIZATION WANTS… BUT THE ORGANIZATION REWARDS...
Customer Service Adhering to Policies and Procedures
Personal Responsibility and Hiring warm bodies, keeping down training
Increased potential costs, just showing up and doing your job
Challenging the Status Quo “Yes” men and women, not making waves
Inspired Leadership at all Levels Tight command and control by a few
Encourage Diversity of Thought Conformance, one point of view
Instill Quality and Excellence Everywhere Getting things done on time at any cost
Develop a Commitment to Teamwork Individual Performance
When Necessary
More often than not an organization says one thing in its literature, on nicely formatted signs in hallways and conference rooms, but unfortunately does not practice what it preaches. This happens for many reasons. Managers at lower levels do not pass on the words expressed by senior management, senior management has not clearly stated what is expected, the organization has not formulated what the desired culture should be, or possibly the organization simply does not believe that culture counts.
Now is the time to take a moment to analyze the alignment of your cultural values with the mission, vision and strategies of your organization. Start with the process of documenting your six to eight organizational values. Use the examples provided in this article, modifying them so they best describe your “desired” culture. Delete and add value statements not only stating them, but also listing specific questions that all stakeholders can use to evaluate whether or not they are truly living the desired culture.
Make use of the examples provided and attain the best fit for your organization. At the senior management level document your first cut on what you believe to be the core values of your organization. Then assemble small teams to further discuss and refine the statements to get both buy-in and best fit statements. The goal is to develop what you truly believe to both be, and want to be, your cultural values tailored for your organizational needs.
Caution: As your organization decides what it wants its culture to be, look closely at what it will reward. Remember…You get what you reward.
Copyright Information:
You MAY reprint the information contained in this article as long as no portion of the contents are modified and it used “exclusively” within your organization. You must also give credit to information by including the tag line...Roger M. Ingbretsen, Author, Speaker, Leadership Coach, Organizational and Career Developer.
You Get What You Reward - To learn more about this author, visit Roger Ingbretsen's Website.
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