If you are responsible for your company's organizational effectiveness you need to recognize that it is the people of your organization who make the difference. To improve organizational effectiveness, your continual mission must be to seek ways of improving the return-on-investment in these human assets. You probably have many programs and systems in place that focus on the knowledge, skills, and motivation of the individual performer. Are you satisfied with the results? Are you certain that the organizational effectiveness of your operation is as dynamic as it could be?
ISR's premise is that you can build on these programs to get an even higher ROI by looking at your operation's organizational effectiveness in a more holistic way. In other words, instead of just working to make individuals more effective, it is important also to work on improving your overall effectiveness -- making the total operation more effective. There are many ways to improve that transcend individual development and reward systems.
Specifically there are three issues that, according to ISR's research, link to business alignment. These include:
Alignment. This means alignment both within the senior leadership team and among leadership, business strategy, and culture; Leadership capability. This refers to the organization's overall capacity to lead; and Engagement. Your employees' connection to the organization through their heads, their hands and their hearts.
These three dimensions, when considered in the proper context of the country or industry i which the organization operates, can be the key to achieve the next level of business performance.
Leadership Capability means going beyond the heroic leader
Are leaders made or born? The ageless debate goes on, and companies around the world pour considerable time and financial resources into leadership development.
If you want to improve alignment through leadership competencies, consider ISR's Framework of Leadership. We developed this framework by drawing on nearly 30 years of experience in helping organizations improve human capital performance. We have validated it using our database of millions of employee surveys from around the world. It defines six key elements of leadership, grouped into three processes that consistently distinguish financially successful organizations. In addition, it lays out the sequence, timing, and questions that guide the thinking of effective leaders.
The premise behind these investments is that leadership is an individual skill. This kind of thinking leads many organizations to miss the bigger picture: What is their collective capacity to lead? That is, what is the organization's leadership capability? This concept includes both the effective behaviors and the effective processes of leadership. It transcends the skills and talents of individual leaders.
Unlike so many approaches to leadership, ISR does not impose a static model on your organization. If your organization has already adopted a specific leadership model, we adapt the framework and language to suit your specific context.
ISR does not believe in a cookie-cutter approach. We work to meet your specific needs, requirements, and circumstances to ensure high levels of understanding and adoption of results.
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