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Building Organization Capacity During Crisis: Part 1

September 20, 2021 | Bill Bryan

Crisis Capacity Assessment Quiz

My organization … (circle appropriate score and sum when done)

  1. Is very effective in creating contingency plans that accurately address potential crises:

DISAGREE   1     2     3     4     5   AGREE

  1. Ensures that everyone is focusing on what’s most important regardless of circumstances:

DISAGREE   1     2     3     4     5   AGREE

  1. Is very agile in responding to changing demands, regardless of the reason:

DISAGREE   1     2     3     4     5   AGREE

  1. Has leaders who provide focus, encouragement, and inspiration when faced with crises:

DISAGREE   1     2     3     4     5   AGREE

  1. Recognizes and responds appropriately to changing individual and team needs as the result of crises or trauma.

DISAGREE   1     2     3     4     5   AGREE

TOTAL:                .  Implications:

  • 5-11: Whoa!  Your organization is very vulnerable to crises in terms of loss of performance and key personnel.
  • 12-20: OK. It’s worth your time to dig deeper to discover where your organization’s strengths and limitations are with regard to effectively weathering crises.
  • 21-25: Terrific! Your organization and its leadership are significantly more prepared for crises than most?

Overview

COVID-19, is a good, if unfortunate, illustration of a crisis causing trauma for most organizations, regardless of sector.  However, there is usually a silver lining if you look hard enough.  As the old idiom notes, “no pain, no gain.”  And, if you are a leader, you will appreciate Churchill’s perspective when he said, “never let a good crisis go to waste.”  Let’s look at the wisdom captured by these sayings.

  • People must experience discomfort if they are going to improve performance – as an individual, team, or organization.  People must stretch outside their comfort zone.
  • People are most open to change when they are experiencing anxiety and discomfort.

Even well-performing organizations become stale, siloed, over-goaled, inward focused, top heavy, and bureaucratic.  So, if you are a leader, your challenge is knowing what to do to leverage crises or to overcome stagnation to enhance organization capacity and performance. Let’s start with the phrase – Sweat Equity – which we all know means putting significant personal effort into an endeavor to meet a goal.  Positive change requires significant effort, and in this case, we are using this phrase as a diagnostic acronym (SWEAT + Equity) for dealing with crises and stagnation.  We make the assumption the leader has done a good job in determining what needs to change, what people’s personal concerns are, and what the most important goals are that best respond to needs.  In other words: “Equity” encompasses deep empathy.  Here’s the inquiry strategy for creating capacity to deal with crises and moving organizations forward that are in a rut.

Equity

Provide everyone the opportunity to share concerns and to provide input into problem and goal identification and solutions.  It also means equal access to resources and skill enhancement as part of solution implementation.

Sweat

S = Skill.  Does everyone have the skills necessary to meet address new activities and goals?

W = Will.  Does everyone have the will necessary to use his/her skills appropriately to meet goals?  Do they want to do the job now that goals and activity priorities have changed?

E = Energy.  Does everyone have the energy required to meet new goals?  Are people spread too thin?  Are there too many teams?  People can have both the skill and will/desire to meet new goals but be short on energy given the number of demands they are being asked to address.  Keep in mind that most people can’t focus on any more than one-to-three goals at any one time.

A = Activities.  Is everyone focusing on what activities have been identified as most important to meet goals?  Have less important/non-productive activities been eliminated?

T=Time.  Is time being used effectively?  Is there sufficient time for people to focus on what’s most important? Is there a strategy in place to help people STOP doing what is less important?

Summary

Whether your organization has been pummeled by a crisis or needs a real wakeup call to get it unstuck, you can use the SWEAT + Equity diagnostic framework to improve performance and address employee needs.  The following blogs in this series will provide you will some ideas and tools to address the SWEAT + Equity elements.

 

 

Our new series of blogs is on the topic of building organization capacity in the shadow of crisis – yes, we are talking about the impact of COVID, hurricanes, wild fires, labor shortages etc etc. Basically, anything 2020/2021 could throw at an organization.

Businesses and school districts CAN weather the storm with the right strategies.

 

Prefer to watch this info as a video? Click HERE to go to our YouTube channel.

Want to talk about getting YOUR organization through tough times? Save the date of October 12th at 3pm Pacific/6pm Eastern for a LIVE online training & discussion on the topic of building organization capacity during crisis! Details to come!

 

 

 

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Dynamic Position Descriptions Part #4

August 26, 2021 | Bill Bryan

Focusing Quiz

All teams in my organization…. (circle appropriate score and sum when done)

  1. Have a clear and concise performance-based description or charter:

DISAGREE   1     2     3     4     5   AGREE

  1. Are audited on a regular basis to assess content, process, and outcome effectiveness:

DISAGREE   1     2     3     4     5   AGREE

  1. Have all key roles accurately described, to include measurable performance parameters:

DISAGREE   1     2     3     4     5   AGREE

  1. Are adequately resourced so they can fulfill its purpose within a stated timeframe:

DISAGREE   1     2     3     4     5   AGREE

  1. Are dissolved quickly when their usefulness is over or they consistently underperform:

DISAGREE   1     2     3     4     5   AGREE

TOTAL:                .  Implications:

  • 5-11: Wow!  You have a way to go, but tremendous opportunities for team and overall organization performance improvement.
  • 12-20: OK. It’s worth your time to dig deeper to discover team enhancement opportunities.
  • 21-25: Terrific! Do you have time to help us write the next team blog?

Overview

In a high percentage of organizations, teams are the engines of change and essential for innovation and the ongoing success of the organization.  As discussed with regard to individual jobs, role/position clarity is the number one predictor of productivity and satisfaction.  This is also the case for teams, as without a very clear overall description, the chances for productivity and team member satisfaction are low.  Even if your team or group has formal by-laws, these rules of operation are typically sterile when it comes to really describing the organic nature of the team and what it takes for team success.  What it takes is a Team Charter!

Team Charter Elements

The following charter elements, when clearly articulated, provide the foundation for top team performance.  When packaged well in a single document, it provides an effective tool for marketing the value of the team and for recruiting team members.

Summary

Want top team performance?  Creating clarity, clarity, and more clarity of performance expectations with regard to team content, process, and outcome requirements will get you there.  If you want further information on team charters, TBG has protocols and guidelines available for purchase to take you to the next level.  In addition to this, if you have questions on any of our blogs, a TBG team member is available to answer them live online/Zoom for an hour every Wednesday at 12:00 PM PT/3:00 PM ET. Email us at info@tbgleaders.com to get the link!

Our next set of blogs address how to build organization capacity and performance, particularly when dealing with, or in the aftermath, of stressful/traumatic events, e.g., COVID.

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Dynamic Position Descriptions Part #3

August 12, 2021 | Bill Bryan

Overview & COVID Reset

In our previous blog, we described the eight key elements that make up dynamic position descriptions.  As noted earlier, position/ performance expectation clarity is the number one predictor of both job productivity and satisfaction.  It is worth noting that staying on top of changing position demands is essential if you wish to optimize productivity, job satisfaction, and a positive climate.  This is particularly the case during times of change or trauma, e.g., COVID.  Think about how many people in your organization have made adjustments to what they do on a daily basis as a result of COVID.  For anyone whose job demands have changed, they need to have an updated position description that clarifies performance expectations.  This will be enhanced if people who work together conduct position updating as a team.  In this blog, we enhance your ability to create position clarity by presenting a partial drill down on three of the key position description elements: ROLES, COMPETENCIES, and LEADERSHIP STYLES.

Roles

Roles are the specific hats that must be worn well in a job for the incumbent to be successful.  Each role has a number of tasks associated with it that must be executed with proficiency.  The following is a sample of education sector roles – without definitions or task indicators.

TIPS*

  1. Within any organization you will find there are dozens and dozens of roles. For example, in public school districts you will find over 70 roles. The first step is to identify all the key roles in your organization.
  2. For each position in your organization, identify the five-to-seven most important roles, and incorporate these into the position description.
  3. Provide each role with a general definition and a list of 5-7 of the most important tasks encompassed by the role.

* TBG has library of roles with definitions and indicators available for purchase.

Competencies

Competencies are the knowledge, skills, talents, and dispositions that are related to a high level of role proficiency.  Each competency has a number of behavioral indicators associated with it that must be demonstrated well.  The following is a sample of competencies that support role execution across sectors – without definitions or task indicators.

TIPS*

  1. For each position description, identify the competencies required (limit to 10-15) that will ensure a high level of execution for the top five-to-seven roles identified for the position.
  2. Provide each competency with a general definition and a list of 5-7 of the most important behavioral indicators associated with the effective demonstration of each competency.
  3. In a future blog, we will provide more information on creating impactful competencies, to include: “trainability,” and the mindset required for effective execution.

* TBG has library of competencies with definitions and indicators available for purchase.

Leadership Styles

As noted, leadership styles are constellations of competencies and skills that must be demonstrated when required to meet situational demands.  Styles are provided with definitions and behavioral indicators of the same type as found in competencies.  The following are the eight styles with definitions:

FUNCTIONAL (effective when used at the right time)

  • CAPTAIN: Leads through the setting of clear and concise goals and performance expectations.
  • INFLUENCER: Employs a variety of Positive influence strategies and skills to motivate/inspire, gain compliance, and meet goals.
  • COACH: Focuses on individual and team growth and development.
  • CONVENER: Leads through team or group consensus building.

DYSFUNCTIONAL (ineffective under all conditions – often a clear position derailer)

  • COWBOY: Focuses on own ego and self-aggrandizement needs.
  • HAMMER: Leads through intimidation and fear.
  • LONER: Leads by passive modeling of what is expected.
  • FRIEND: Values relationships more than getting the job done.

TIPS*

  1. Functional leadership styles should be incorporated into job descriptions with supervisory or leadership elements, e.g., team leader, supervisor, manager, executive.
  2. Prioritize the functional styles for the position – and this should be revisited on a regular basis, as style priorities will differ as situations change.
  3. Styles need to change to meet different stages of team or work group development, or to facilitate climate management and change  (a future blog).

* TBG has leadership style and climate assessment tools for purchase.

Summary

The information presented in the first three blogs provides you with the foundation for building dynamic position descriptions which significantly enhance productivity and job satisfaction.  The need for further position and role clarity, with regard to building high-performing teams, is addressed in our next blog where we will discuss the purpose and use of a team charter.

The products that are mentioned in this blog are all contained in our Performance Criteria Subscription. Contact info@tbgleaders.com for more information on this or any of our talent management products.

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Dynamic Position Descriptions Part #2

July 29, 2021 | Bill Bryan

Overview

In the first TBG dynamic position description article, we provided an overview of why they are so important and how TBG’s approach creates significantly more utility and value than the typical position description. In this article, we take a high-level look at the essential elements of a dynamic position description:

• Standard Demographic Information
• Success/Outcome Measures
• Role Descriptions
• Authority
• Critical Contacts
• Competency Descriptions
• Leadership Styles
• Derailers/Failure Factors

Standard Demographic Information

There are few surprises here, with the common variables described including: position title, type position, creation/modification date, performance review date, supervisor, direct reports, minimum qualifications, physical requirements, level of supervision required, overall position purpose, etc.

Success/Outcome Measures

The second core element is concrete outcome measures. If the position is sales, a typical measure is number of sales, and if the position is educator, a typical measure is percentage growth in student math scores. In a position description, it is typical to only list the types of measures and not how they are defined in terms of time, quality, and quantity. Assignment of performance qualifiers and timeframes is usually done in conversation between the job incumbent and his/her supervisor.

Role Descriptions

The third core element is role descriptions. In the typical position description, there is a laundry list of tasks, duties, responsibilities, and skills which can quite confusing and overwhelming. In the dynamic position description, these are captured in the most essential roles (usually no more than 5-7) that must be performed at a high level. These are often viewed as the key “hats” the job incumbent must put on at the right time to generate the performance outcomes desired. There are a number of hats the incumbent may need to wear, which will differ by job categories. For someone in a supervisory/managerial position some of the common roles/hats are: leader, negotiator, evaluator, planner, etc. A role can be viewed as a mini position description that is defined by its related major tasks – an example is provided below.

Authority

One piece of information a job incumbent is required, is the authority of the position.  The dynamic description provides a clear explanation of what the decision making authority of the position is, i.e., what the incumbent has the final word on.   This is often described within the context of the key roles the incumbent must demonstrate.

Critical Contacts

The best way to capture critical contact information is to identify those people/position relationships the incumbent must manage very well when wearing each key hat/role.

Competency Descriptions

Competencies are the knowledge, skills, talents, and dispositions required to execute the roles at a high level – an example is provided below.  The letter in parentheses reflects the level of effort required to enhance or acquire the competency, e.g., H (High), M (Moderate), L (Low). Further information on competency trainability is coming in a future article!

As noted, competencies are selected to support the execution of roles at a high level.  If you look at the role example above of “Community Builder,” you can see that the competency of “Political Savvy” is definitely one of a number of competencies that support Community Builder role demonstration.

Leadership Styles

Leadership styles are constellations of competencies and skills that must be demonstrated when required to meet situational demands.  Extensive TBG research and practice show there are four functional styles: Captain, Influencer, Coach, and Convener, and four dysfunctional styles: Hammer, Cowboy, Loner, and Friend.  Having functional style specifications in the dynamic position description are an important element in any description where supervisor or leader is one of the roles.  An example of one of the functional styles is as follows:

Derailers/Failure Factors

In some cases, it is important to identify, based on historical evidence, what factors will guarantee failure in the position.  It is sometimes the case that someone displays sufficient role, competency, and leadership style proficiency to be considered a fit for a job when being hired.  However, all it takes is one derailer/failure factor to negate all the positives and result in poor job fit.  On occasion, one or more of the dysfunctional leadership styles is identified as a derailer. A common derailer example from the education sector is:

When all the elements described above are presented in a clear and concise fashion in a position description, better hires are made and job incumbent productivity  and satisfaction improve.  In our next article, we address the relationship of these elements when considering performance management of an individual in a specific position.  We also provide a deeper look at types of position roles.

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Dynamic Position Descriptions Overview

July 21, 2021 | Bill Bryan

Overview
Talent management is a lot easier and more effective when valid and dynamic positions descriptions are available to provide clear and measurable requirements. Descriptions underpin recruiting, hiring, promotion, compensation and benefits, induction/on-boarding, training, professional development, performance evaluation, disciplining, improvement planning, career-pathing, job matching/optimizing, succession planning, retention, termination, building high-performing teams, and staffing plans.

And while few would argue with the point just made, most position descriptions are DOA! The following chart compares the typical position description with those created by The Bryan Group which are high utility, interesting, and very impactful.

The Need for the TBG Approach

The way job descriptions have historically been used needs an overhaul for the 21st century. Jobs aren’t as static as they once were, particularly given the advances in technology. Organizations in both the business and education sectors must be much more agile, as they respond to today’s ever-changing demands. Descriptions, done right, can contribute significantly to an organization’s bottom line, in terms of measurable outcomes, by:

  • Helping employees to better understand how they are expected to provide value – expectations are clear and employee performance is enhanced
  • Providing more equitable compensation among employees from a legal and values perspective
  • Streamlining processes and interactions between employees, increasing efficiency and effectiveness
  • Creating quality, flexible, and dynamic job descriptions that increase employee satisfaction and retention!

Research has shown that role clarity is the single most important factor in job productivity and satisfaction, and the best way to provide and maintain that clarity is with a dynamic job description that is updated and referred to frequently. When this description is informative, clear, and concise, employees know exactly what is expected of them and what elements they will be evaluated on in a performance review. There are no surprises and providing a platform for discussion of measurable roles and competencies enables an employee to have more agency to create and grow their role in the organization.

When it comes to hiring, a good job description is essential in finding candidates with the needed competencies, but also to eliminating candidates that demonstrate failure factors. Equity in hiring is directly tied to whether a case can be made for candidates’ match to desired roles and associated competencies. Only a solid competency-based job description – along with an interview method (Guided Storytelling – more on that coming soon!) that can actually identify candidate competencies and truly reduce bias in the hiring process while highlighting the best candidate for the position.

Over the next few weeks, we will be sharing more info about job descriptions and how they can increase employee performance and satisfaction in your organization. Email us at info@tbgleaders.com if you’d like to know more about creating enhanced position descriptions!

We know you might have questions about what we do, so please get in touch!