Don’t Forget the Overlap.

One of the best and most usable graphs I have run across in all the books and reference materials is the graph below. This graph is full of information, so lets pull apart a few areas that will help you know and in the future. Each department, division or company must depend on having the right people in the right place, doing the right tasks, and controlling their area of assignment. In the best companies, people are providing work that corresponds to the future and direction of the company. Front-line staff work on daily tasks that affect a week’s worth of work. CEO’s must look into the future, at least 10-15 years, and decide on the vision and direction of the company. If someone in the line-up is missing, you can see what short or long-term assignments will be missing. The best running companies ensure that great minds are aggressively pursuing daily to multiple year activities and written visions. Progress comes at all levels, so each is extremely important to the overall success.

An important visual on the graph is the small overlap that occurs for each position. Think about your current job and how you learn from the person above, or instruct to the person below. Wisdom, experience, and personal growth, let alone the company flexibility, all extend from this area. As I have said before, it is everyone’s responsibility to teach or mentor. This graph shows the connectivity and importance of doing just that.

1. Review the graph and think of organizations that have or not have people situated to encompass daily thru the long-term. Can you think of gaps in their strategic initiatives?
2. How does your organization line up with the graph? Where are you and what knowledge and thought process will you need to move up?
3. Once you find “you” on the graph, ask yourself if you grow with the overlap to your supervisor/mentor? And, do you develop those below you?


Show Your Stuff

A company vision should be demonstrated throughout for all to acknowledge. If there was a thing called lifeblood in an organization, the vision would be the replication of this, permeating into all areas, levels and divisions, duplicated into written documents, signs, verbal discussions, and most of all performance evaluations.

Instilling vision and direction into the fabric of a company is not easy and could take time. But like all developing initiatives, watching the change over time can be exciting, especially as you hear pieces unfolding in groups or individuals. The question of the day is how can you help stimulate this is your organization.

Aligning your employees into the company vision should not be by default, exception, or thought of as added value. To the company it is your value. We align each staff member to our company vision by yearly connecting each of their goals to a component, and then discussing this each quarter until the year end final evaluation. Incorporate and you will feel the lifeblood moving into staff.

Here are some very simple ways of extending the company vision to all employees. This should be done only after the vision and strategic initiatives are developed, written, and instilled into leadership:
• Put your vision statement or byline at the bottom of all your emails, before your confidentiality statement. Does anyone actual read the confidentiality statements; they may read your vision statement.
• Displayed around the office, how about above your marker board in your conference room.
• Incorporate into your letters, or even better your company letterhead
• Discuss and instill at performance evaluations. This is the one-on-one time to clarify, walk the talk, show the importance and value personally. Remember, staff are watching you.
• End or start company meetings with: “what have we done this week to show…………..”.