Work and people operate in silos, functionally aligned. Surface relationships only. Minimal commitment and desire to work together.
Teams recognize the importance of involving all key players. Roles and responsibilities are clarified. Stakeholder involvement is solicited regularly; across all areas there is interest in succeeding together.
Individuals are bright, talented and passionate about their work. Meetings are unfocused and lengthy as each contributor defends his or her position(s) and work.
Meetings become organized and focused. Desired outcomes are stated upfront, processes for achieving those outcomes are clear and agreed upon. Decisions at the end of the meeting are understood and supported by all.
Employees complain that decision-making happens only at the top. The culture seems to be one of fear of speaking up and of disagreeing.
Expectations regarding the decision process are defined. Distinctions are clear between decisions that require consensus and those seeking input only. Group involvement is solicited on critical decisions that require buy-in and commitment.
Conversations and body language during meetings show obvious frustration, anger and exasperation. Tempers are short-fused, comments cutting.
Employees move to more candid, personal communication. They have genuine interest in understanding what is important to their peers and people are engaged and truthful. Feedback is considered a healthy way to improve work processes and relationships. Personal accountability is understood and accepted by all.
Lukewarm commitment to organizational goals exists. Individuals and groups are "going through the motions" day to day. Apathy and cynicism is apparent in employee interactions.
Renewed sense of commitment to getting work done - and supporting one another in the process.
No clear direction exists. There is confusion about the future course and no alignment between functional components of the organization.
A map of the future with vision, mission, goals, values and strategies in place.
Individuals lack the skills and confidence required of their role.
Coaching assures the individual is aligned between self and work. Job-focused skill development instills confidence, pride and job fulfillment.
Employees with significant project management roles approach their assignments ineptly, often alienating project team members and other stakeholders. Ineffective techniques and a "learn by doing" approach to project management jeopardize successful project outcomes.
Employees fulfill their roles confidently through a sturdy project management process and professional planning, execution and control techniques. They deliver project outcomes on time, within budget, and meet the customer's requirements.
Presenters consistently receive negative feedback from management on their presentation content and delivery techniques. Such presenters become increasingly fearful of making presentations, frustrating management with their inability to share their expertise in front of a group.
Presenters confidently influence others by presenting well structured content while using movement, speech, visual aids and interaction appropriate for the target audience.
Employees are conditioned to tolerate unsafe worksite risks and experience close calls or incidents. Safety is seen as a high priority within the organization.
Employees are revitalized in their commitment to creating a safe work environment for themselves and their teammates. Safety is viewed as an organizational value; new levels of awareness promote individual behaviors that reduce human error and unwanted incidents.
