The behavior an organization truly expects shows up in what it rewards. Part one of this two part series shows how an organization sends its clearest communication about what it values.
The awards dinner is designed to impress. It’s the event of the year with no expense spared to create the ambiance of success. Laughter and chatter fill the room until the crowd is called to order. Associates and guests excitedly make their way to their seats. The CEO hosts this annual awards night every year as a way to publically acknowledge another year of success and reward those who made it happen. This year, the CEO emphasizes the importance of teamwork and collaboration as organizational tools to improve results and lower costs.
The crowd’s anticipation level rises as the first award is announced. The Sales Officer from the X Region is announced as the winner of The CEO Award. This announcement is followed by stifled gasps, then polite applause. As the winner accepted hugs and steps to the stage, the CEO proudly reviews a list of achievements as the basis for the award: revenue growth across all lines, increases in share and units sold, glowing customer reviews. Others in the audience reviewed their lists, too. The angry phone calls and hostile emails about promises he made to the customer that they were threatened to keep. Meetings about cross unit selling that the Region X leader blew off. The fire drills that took up the weekends of their team members with little follow up on what happened, much less expressions of gratitude. All agreed that the Region X Sales Officer got results. They had his shoe prints on their backs to show it.
The CEO happily moves on to the next award, newly created this year to emphasize the organization’s increased emphasis on the benefits of collaboration. The Breakthrough Innovation leader excitedly jumps up as her name is called. The CEO beams as he discusses the passion this person holds for innovation and the enthusiasm thrown into the job. Her peers agree, but for different reasons. They wonder if she’s ever met an idea she didn’t like. Her enthusiasm for possibilities has produced dozens of disconnected ad hoc teams, resourced from other responsibilities, pulled together for days to “explore possibilities”. The position of Breakthrough Innovation was created without the “burden” of a P&L to tamper exploration, and her lack of tangible results show it. Some wonder if her performance is measured by the number of meetings she creates.
As the lovely evening closes, the CEO thanks the award winners as role models for the type of teamwork and collaboration the organization values. All agree that he’s right about that.
Could this describe your organization? Does it expect behaviors it does not reward? Does it know how to spot behavior that represents stated expectations? Check back for tomorrow’s blog for some better ideas to “inspect what you expect.”
Part One of Two