| 
  • If you are citizen of an European Union member nation, you may not use this service unless you are at least 16 years old.

  • You already know Dokkio is an AI-powered assistant to organize & manage your digital files & messages. Very soon, Dokkio will support Outlook as well as One Drive. Check it out today!

View
 

Keys to Success

Page history last edited by Paul Crosland 14 years, 5 months ago


 

 

The High Performance Acronym - SCORES

SCORES is an acronym that represents the six elements evident in every high performing organisation. (the details of this are below). In reviewing what a high performing freelend might look like these might be the questions to ask anyone involved in delivering freelend:

 

S – Do you have the information you need to make decisions? Does everyone else? Are there open communications?

 

C - Can you describe the vision of freelending CIC? What is your role in supporting it? Who else shares a compelling vision for freelending CIC?

 

O – Would you describe yourself as striving to get better in how you do your job? In what ways does freelending CIC strive to get better and build organisational knowledge capital?

 

R = Relentless Focus on Customer Results

How well do freelend understand their potential customers? To what extent do you measure your results according to the results delivered to them?

 

E = Energising Systems and Structures

Do all meetings, computer systems, job descriptions and other systems and structures feel energising? i.e do they help you accomplish your jobs more easily or make them more difficult? (And for others?)

 

S = Shared Power and High Involvement

Are you valued and respected for your contributions and are you allowed to make decisions that impact on your working life?

 

 

 

S = Shared Information and Open Communication

 

In high performance organisations, information needed to make informed decisions is readily available to people and is openly communicated. Sharing information and facilitating open communication builds trust and encourages people to act like owners of the organisation. Information is power. The more readily available information is, the more empowered and able people are to make solid decisions aligned with the organisation's goals and values. Open communication is the lifeblood of the organisation. Encouraging dialogue lessens the danger of territoriality and keeps the organisation healthy, agile, flexible, and fluid.

 

C = Compelling Vision

 

A compelling vision is the hallmark of a high performing organisation. It answers the question 'What's the point?' When everyone supports such an organisational vision – including purpose, picture of the future, and values – it creates a deliberate, highly focused culture that drives the desired business results towards a greater good. In these organisations, people are energised by, excited about, and dedicated to such a vision. They can describe the vision, are deeply committed to it, and clearly see their role in supporting it. They have a noble sense of purpose that creates and focuses energy. As a result, their personal values are aligned with the values of the organisation. They can describe a clear picture of what they intend to create. Everyone is aligned and going in the same direction.

 

O = Ongoing Learning

 

High performing organisations constantly focus on improving their capabilities through learning systems, building knowledge capital, and transferring learning throughout the organisation. Organisational learning is different from individual learning. high performing organisations engage in both. Everyone is always striving to get better, both individually and as an organisation.

 

R = Relentless Focus on Customer Results

 

No matter what industry there are in, high performing organisations understand who their customer is and measure their results accordingly. They produce outstanding results in part because of an almost obsessive focus on results. However, what is unique is the way in which they focus on those results: from the viewpoint of the customer.

 

E = Energising Systems and Structures

 

The systems, structures, processes, and practices in high performing organisations are aligned to support the organisation's vision, strategic direction, and goals. This makes it easier for people to get their jobs done. Energising systems and structures provide the platform for rapid response to obstacles and opportunities. The bottom-line test of whether the systems and structures are energising is to look at whether they help people accomplish their jobs more easily or make them more difficult.

 

S = Shared Power and High Involvement

 

In high performing organisations, power and decision making are shared and distributed throughout the organisation, not guarded at the top of the hierarchy. Participation, collaboration, and teamwork are a way of life. When people feel valued and respected for their contributions, are allowed to make decisions that impact their lives, and have access to information to make good decisions, they can and will function as valuable contributors to the purpose and vision of the organisation. In high performing organisations, a sense of personal and collective power exists.

 

High performing organisations use the best of what people have to offer for the common end. Centralised power and authority are balanced with participation and do not become obstacles to agility and responsiveness. When people are clear about goals and standards and have clear boundaries of autonomy, they act with commitment towards accomplishing results.

 

 

Leadership Is the Engine

 

If becoming a high performing organisation is the destination, leadership is the engine. While the HPO SCORES model describes the characteristics of a high performing organisation, leadership is what moves the organisation in that direction.

 

In high performing organisations, the role of formal leadership is radically different from traditional organisations. High performing organisations do not rely on cultivating a great, charismatic leader but on building a visionary organisation that endures beyond the leader. The role of leadership shifts from privileged status and power for its own sake towards a more complex, participative, long-term process. Once leaders establish the vision, they assume the attitudes and behaviour of a servant leader.

 

Training Needs - Marketing (and other) 

 

           
           
           
           
           
           

 

 

 

 

 

 

 

 

Comments (0)

You don't have permission to comment on this page.