There is a new economy underway, and it is not just post-pandemic thinking. The old economy of lifetime jobs disappeared long ago along with defined benefit pension plans, power ties, and alcohol fueled Christmas parties. Some of us mourn the disappearance of one (or more) of these grand traditions, but there are newfound approaches to work that require organizations to adapt, change, and model to ensure success.
Simon Sinek focuses on one of the main themes of work moving forward; people need a reason to work, and it is not money. He poses the question; why? What is the reason why people show up for work and contribute to an organizations’ success? How can an organization tap into an employee’s “discretionary effort”? Discretionary effort is that extra thought, idea generation, outside-the-box thinking from employees that makes some organizations succeed while others stagnate. These passionate and inspired people are the ones who drive organizational success – and if they are not recognized and nurtured and rewarded with challenges, they will leave and go somewhere else. So, the million-dollar question for every organization is how to attract and retain these people? Entire Human Resource departments are dedicated to this very question.
The best organizations create networks that allow people to succeed within an organization. They develop a compelling vision of success and then develop systems so that all employees feel engaged and are contributing toward overall organizational goals. They value employee contributions at all levels. This is about respect for the person. Those that feel respected and engaged will contribute discretionary effort.
Cloe has a tool that is designed with this engagement in mind. A daily huddle incorporates the four dimensions (or voices) of customer, business, process, and employee. This ensures that all employees are engaged every day that a huddle is held – ideally daily. They understand what is going on with the organization and are actively encouraged for ideas to make process improvements or identify problems that may be affecting customers. Team leaders actively listen to issues and are accountable and responsible for following up on idea implementation and addressing problems within the team and process. In short, our Cloe tool can help organizations not only develop Operational Excellence in processes, but develop the key ingredient within the organization that drives Operational Excellence – people!
